Split (1)

train · 95.7k rows

source stringlengths 620 29.3k	target stringlengths 12 1.24k
Should I ask for a raise? My company was about to hire someone new. I was asked my thoughts and if I would be willing to take on the responsibilities instead of hiring this person. I told them that I didn't think they needed to hire a whole new full-time person for the job and that I would be happy to extend my role to contribute what they needed.Even though I saved the company about 40k/year I was not offered a raise for doing this. Should I have been? Should I have asked? Should I ask in a few weeks after seeing how much my work increases?Any advice would be helpful. Thank you! <Q> Firstly, if you saved them $40K in salary, you saved them more than $40K/year. <S> Secondly, there's a whole different, possibly correct, interpretation here. <S> What you think you said: I'll do more work. <S> I'll save you money! <S> What they think you said: I've been underworked so far. <S> I'm overpaid! <S> You've lost leverage by waiting, because you can't really back out gracefully. <S> The save here would be to say that the work was more than anticipated, and that you'll need to increase your hours. <S> You're still willing to do so, but you'd like compensation. <S> If you can perform the work within your normal working hours, you're giving credence to the idea that you were being underutilized before. <S> If not, you can certainly ask for a raise now. <S> Wait for a major success, so your value if more apparent. <A> Should I have asked? <S> Should I ask in a few weeks after seeing how much my work increases? <S> Yes you should have asked in the first instance. <S> If you're taking on tasks that are outside your original work and they make an impact on your workload and responsibilities, then you should receive more recompense. <S> And most importantly, if you DON'T ask, you'll probably get nothing, so you have nothing to lose by doing so. <A> Let's simplify this: If you want to make more money, you need to mention it every time there is an opportunity to do so without making you look greedy. <S> The situation you describe was such an opportunity. <S> If you never bring up the topic, people tend to think you're satisfied with your salary, and might distribute all the money for salary increases amongst the group of people who they don't want to lose and who did ask for a raise.	For future reference, you should have offered to take on the additional responsibility if they were willing to compensate you, and maybe promote you. And yes, you should ask further down the line.
Is asking a recruiter (or HR department) of a company if there are other positions available OK? I am acquainted with the notion of not applying to a position that I am not qualified for. But the question I wanted to ask is if it would be prudent to ask the recruiter for a position that is asking for 2-3 year experience if the company in question has positions for 0-2 years of experience. Upon consulting a previous question that is similar in nature I come to the conclusion that applying for a position that I am unqualified for is wasting everyone's time. But would it be wasting the recruiter's time if I were to ask if there are other positions available? In conversation with Lilienthal , he/she mentioned that this action would be viewed poorly by a recruiter as most large corporations, government jobs would have listings on their websites. But for smaller companies, private or public agencies, would asking the recruiter (or equivelent to HR department) be a viable tactic? <Q> In what context is this conversation occurring? <S> If a recruiter calls you up, you chat for a bit, and establish that you probably don't have enough experience to be a good match, it would be perfectly reasonable to ask whether there are other open positions that you might be qualified for. <S> If you've had a couple interviews and the feedback is that they like you <S> but they're going with someone that has more experience <S> , it's perfectly reasonable to ask if there are other open positions you might be a fit for. <S> One more than one occasion <S> , I've been involved in interview processes where we asked a candidate we liked if they were open to being considered for other positions that we had open. <S> On the other hand, it would be rather odd to contact someone solely to find out if they have other positions open. <S> Presumably, if you are finding a position that looks interesting but that you are not qualified for, you can use that same source to look for yourself to see whether there might be a better fit available. <S> If you're looking at the company's web site, for example, it would be very odd if they had other positions that weren't posted there. <S> If you're looking on Monster or Dice or a job board like that, it would be odd if there were other similar positions available that weren't posted on that board. <A> I work for a large company, and the recruiters will sometimes take a resume they find interesting and match it against other positions. <S> Or when we bring someone in, they don't have to repeat the first phone interview if we talk to them, and we determine that they're actually a better match for another open position. <S> Our team is selective and thinks they hire very highly qualified people, if we have a better match where your skills benefit the company more, we're encouraged to help you down that path. <A> As a HW/SW recruiter, I generally have multiple placements on my desk that might fit an engineer when I speak with them. <S> From my perspective, certainly ask about other positions. <S> When there aren't any positions available to them that day, I let them know that immediately. <S> In short, totally ask.	We would encourage you to ask about other positions that may match your skills better.
Having to execute an important change for the client without telling him In my company we are supporting a client's website.However, when the quote was signed, the hosting fees where totally ignored on our side and it turned out that they are actually quite high. Due to this mistake, we are making only a fraction of the money we should make and this contract is not very beneficial to us.Still, the contract hasn't change for 8 months or so. So my boss came out with a solution: let's migrate the website on another less expensive server without telling the client. This is made at the detriment of the client as the new hosting doesn't include all the services it included before (support, frequent backups etc) and that the overall operation of migrating the website is not without risks. And on our side, it would let us pocket the difference between the two hosting fees without anyone noticing (hopefully). I am in charge of preparing this new server, but I think this solution is actually really bad as it is made 100% in the back of the client, where discussion could have lead to an acceptable compromise with him.Otherwise, we currently have a very good relationship with this client. I don't really know what to do: should I do it without questioning my professional integrity ? should I tell him that he should just recognize his first quoting mistake and let the client know that our relationship is not very beneficial to us and we would like to raise our fees ? <Q> Your company is in business to make money, so that should be your focus. <S> Hosting doesn't make a great deal of difference. <S> Either the services are available to make the site work eg,. <S> database, ssl cert etc,. <S> or they're not. <S> Migrating a site is not that much of an issue either, so long as it is done properly. <S> I host many sites <S> , I see it as up to me which provider I use and which package I choose, and although cost isn't a factor since I don't make those mistakes, I have zero hesitation in migrating half a dozen clients if I'm not getting good enough service. <S> If however you're billing them for a dedicated server, static ip and autobackup package, but your boss is telling you to put them on a shared server. <S> Then that is a different matter. <A> The backup of the servers & support, etc., are either in the contract or not. <S> If yes, you're being asked to change the product <S> so it's no longer in compliance with the contract. <S> Your business needs to decide if violating and losing the contract <S> is worth the risk--punitive terms are likely in the contract itself. <S> If no, then the backups & support, etc., are for your insurance, not the client's. <S> If the client thinks your service quality is low, the client may opt to leave. <S> That's a rational business decision on both sides. <S> That's also a rational business decision on both sides. <S> Your company's reputation may be damaged, and it may not, but that's a business decision. <S> Your reputation is worth a lot, but you may have to take a dent to keep the lights on. <S> Your professional integrity only comes into play in whether you (a) highlight the issues/downsides to your management, and whether you (b) tell the truth when asked about the service change to everyone and anyone. <A> You have a good relationship with the client because the client apparently got an excellent deal (due to the incompetence of someone at your company who didn't calculate the cost of the deal correctly). <S> Not that this has anything to do with the workplace, but honesty is often the best policy. <S> Your company should tell the client that they made a mistake, that they are not charging enough due to the high quality = expensive hosting, and that they need to either (a) charge more, (b) switch to cheaper hosting, or (c) cancel the contract at the earliest possible time. <S> Switching to cheaper, lower quality hosting without telling the client could lead to disaster. <S> If the client relies on the site being backed up by the hosting company and that doesn't happen anymore, and then something goes wrong, and there is no backup because of that change without telling the customer, I'd see a lawsuit coming that drives your company into bankruptcy. <A> It doesn't seem like this client knows much about the hosting if they're not getting the bill. <S> Your company is picking the host and assuming the risk. <S> You can't tell your boss what to do. <S> I don't think there is any violation of the client, so you shouldn't inform them either. <S> If they hire someone to do your job and pay them less money <S> (maybe they're less qualified), your company probably won't inform the client or alter their fee. <S> They accept responsibility for getting the job done. <S> What you should do is suggest they give the client a choice. <S> Pay more money for a better provider or pay nothing for a less expensive provider. <S> The client can pick and choose, but there should be no expectation on their part to get something for nothing. <S> If they like having a lot of backups, they should pay for them.	Unless your contract says to host with a particular provider, I don't see any ethical considerations. You may even offer to change hosts back for a re-negotiated price.
Was in IT, but now re-positioned to work outside of IT - how to deal with it? so I've been with the company for about 4 years. I have a Computer Engineering degree and always excelled working in IT. Just recently there was a shift in the organization that led to me being re-positioned to a rotational role (temporary - 1.5 years) outside of IT, more in business a business role. I believe after the 1.5 years, I would then be okay to transfer back to IT - really not knowing where that would be at the moment. At first when my higher ups told me about the position, I told them that I wasn't interested and that my strong suit is in IT - so as I compromise they split the role with IT and Business responsibilities and was basically forced in taking the role. I do feel very much outside my comfort zone and feel like I can't excel as much as if I was working in IT. I don't feel like myself and feel overwhelmed with all the work that is thrown at me. I can't seem to keep up with the IT responsibilities (even though I can do them with no problem) because I'm also responsible with the other business responsibilities. So I'm basically doing two different roles as a one person. How would you handle this role? Who would you talk to and what would you say? Would you start looking for a new job and take a risk of reduced compensation? Note that the compensation here is very good and competitive. <Q> It sounds like your company is having problems aligning IT with the business objectives. <S> A common strategy is to rotate employees so people get a bigger picture of the business. <S> The goal is either to make you a better at IT, or to make the revenue generating businesses better at leveraging IT. <S> A year and a half is certainly longer than the normal, and makes me think they're trying to extend IT into the business. <S> One outcome may be to break up a centralized IT into business-specific IT departments. <S> You may have been selected because you have a reputation for effective solutions, but everyone may follow. <S> I would embrace this. <S> Expectations will be low. <S> You will be astounded at how backward some very smart people are in their use of technology. <S> A simple Excel tip might save someone days of work a month. <S> You will make better IT decisions. <S> You'll see where some of the "random" requirements come from, and why some deadlines are more important than others. <S> You'll have insights beyond your peers. <S> Putting yourself outside your comfort zone is important for your career. <S> The strong-arm tactics being employed here, and the language in your post, leads me to believe your managers feel the same. <S> On an important related note--IT is not a good long-term investment. <S> Irreversible trends in devops and SaaS are contracting IT budgets, and the future is bleak. <S> You will wind down your career in the margins, handling less and less valuable responsibilities. <A> 1.5 years is a long time to be doing a job you don't like and don't want to make a focus of. <S> You have already changed roles <S> so it's a bit late to refuse <S> so you really only have a couple of options. <S> Soldier on through it and learn the business role as well as you can, this is important because it will impact on your reviews. <S> This may get you nowhere <S> but at least you'll know more. <S> Some workplaces want multi-skilled employees <S> and it's important to become multi-skilled if you want to advance in them. <S> So ask yourself if you see yourself still working there in 5 years time or not. <S> If not, then start looking around for somewhere which will pay you to focus on your strength. <A> This may be a little bit late, as you already have started with the new role, but those are my two cents: <S> See it as a promotion. <S> Normally you will be required to do some business topics at some point in your career. <S> If your boss did not offer you an appropriate compensation for your new tasks, renegotiate it! <S> Find a new job. <S> Try to resolve the situation together with your manager. <S> Maybe some training is in order for you. <S> Ask him what he can do for you. <S> Hand off some tasks to colleagues if you feel overwhelmed.	or Soldier on, and quietly start looking for another job or Lastly, take it up with your manager that it's not working out for you. If you don't want to do those new tasks, hand in your notice and run.
No pay for attending My company has a 'policy' (although it is not written anywhere in our HR policy portal) that when we are required to attend training sessions and their annual conference that we are not paid for our time. They expect us to come. Is this illegal? In my contract it does not state anything about mandatory conferences or training, so I don't have to go. <Q> But it would more than likely work against you if you miss too many without good reason. <S> Sometimes it's worth going just for the networking and training. <S> I used to dodge most of them citing family obligations since I have a bunch of kids. <S> But I went to the ones I deemed useful and learnt a few new things. <A> The legal side heavily depends on the situation. <S> In France, it's both illegal(unless <S> you're a top-level manager)...and common. <S> The advice side is more complicated. <S> If you want to be legal up to the end of your fingers, and your colleagues accept not to be, plenty of unpleasant little things may happen to you. <S> Visibility is important for career-building, and you're not building it, or maybe negatively. <S> There will be usually no short-term negative side-effect if you skip those unpaid events. <S> But your political position within the firm may be damaged. <S> And pay raises can be lower, promotions can be missed, and lay-off lists may begin by your name. <S> So, the real answer is : it depends. <S> If you have no plan to stay long in the firm, then by all means skip without thinking about it. <S> If, OTOH, you have career plans there, then bite the bullet, and be a nice, concerned employee. <S> I once made the mistake of not going(even though I was just a consultant there), and I'm blacklisted in this firm. <S> Not all will be that tough, but you know your place better than I do. <S> So weigh the pros & the cons. <A> In my contract it does not state anything about mandatory conferences or training, so I don't have to go. <S> Did you just answer your question or are you trying to ask us that if it is not in your contract, you won't have to go? <S> It seems like the simple answer is to not go, but there are several unknown factors including length of training, time, and of course, what they do at these events. <S> If it is very casual and open, then it's probably heavily promoted but not required to go to. <S> An annual company event is not unusual and happens all over. <S> At my prior job we held on during working hours at least once a year, but I always left a few hours early since it gets to a point where food been served, and it's now just gossiping and hanging around. <A> An annual conference - Is this just a few hours per year - an opportunity to network with people?Training - Does this new experience look good on the CV. <S> We all do stuff for free once in a while. <S> Does the company measure your bathroom breaks? <S> Are they OK with the doctors appointment, or being late for traffic. <S> My suggestion is that life is a bit of give and take. <S> They may be taking a little and you are giving. <S> But also on the flip side the converse is true. <S> Is this a happy median in your mind? <S> Or would you prefer that you cannot turn up a little late once in a while <S> or they measure the time you are in the toilet?	If it's not in your contract then you're not legally obligated to go.
How to handle the cost of looking for a job in a new city? I'm planning to move to a new location in the UK and have started applying there. I'm worried that when I start being asked for interviews, it will be very expensive and time consuming to attend them. It would involve a 10 hour round trip each time to get to an interview. Do I just have to bear and grin it as I take the cost or are there ways of reducing it? How can I find out if the employer is really considering hiring me? Is it ok to ask for any compensation? Is it ok to ask for a Skype interview instead - and should I? Would it spoil my chances? <Q> Is it ok to ask for any compensation? <S> Yes. <S> Is it ok to ask for a Skype interview instead - and should I? <S> I'd phrase this as "could we have an initial chat over Skype?" <S> rather than "could we do the interview over Skype?". <S> A company is going to want to see you in the flesh before hiring you, and you should want to see the company in the flesh before taking a job offer. <S> Would it spoil my chances? <S> We can't answer that, as it will vary from company to company. <S> I'd say it shouldn't affect your chances with a good company, but there are some good companies out there with poor HR departments... <A> How they approach the interview process depends on whether you present yourself as being from out of town or not. <S> If you send your resume with a cover-letter explaining that you live elsewhere, but are moving there as soon as you get a job lined up then they will be far more likely to accommodate your requests. <S> - How can I find out if the employer is really considering hiring me? <S> Unfortunately there is no way to know that. <S> Speak to them and judge it as best you can. <S> Remember not to consider any deal final until you've signed on the line which is dotted . <S> (kudos to anyone who gets the reference) <S> - Is it OK to ask for any (travel) compensation? <S> You can certainly ask! <S> Whether or not they'll help you out or not depends to be seen. <S> The smaller the business, probably the smaller the odds that they can bear the brunt of your expenses. <S> Keep in mind that they won't consider it unless they're very interested in you. <S> - Is it OK to ask for a Skype interview instead - and should I? <S> Would it spoil my chances? <S> Since the distance is significant they will most likely request to interview you either by phone or Skype before they request an in-person meeting. <S> At that point you can ask about travel expenses. <S> If they don't want to cover anything then you may wish to reconsider seeking employment with them - at that point does even a Skype interview make sense? <S> If they do, however, then try to schedule as many interviews as close together as possible, and maybe go down for a few at a time. <S> A company may accept delaying your interview a few days if they're really interested in you, and if they know you're travelling quite a long way to get there. <A> Over the last year I (based in Scotland) have interviewed individuals from Australia, Singapore, India, Switzerland and the US, and what works for me as an employer (and will no doubt also work for you) is to run an initial round of telephone interviews. <S> This helps me get an idea of who I want to take further without spending too much. <S> Unless I know you are a leader in your specific field <S> I would not pay to fly you from a foreign country just for a first interview - I need to have a reasonable degree of confidence that you are right for the role. <S> Yes, it's an extra round of interviews, potentially, but those should not spoil your chances. <S> In fact they should be a benefit for both candidate and employer - and if you can arrange it via video conferencing such as Skype then all the better, but plan for technological failure so that if video fails you can still continue with voice as time slots can be difficult to get. <A> Firstly, be upfront. <S> Despite what Philip Kendall has said actually many companies in the UK (even multinationals) WILL NOT have a budget to pay for you to come to interview. <S> That said, if they know up front you are relocating there is the possibility they will be able to help, so by all means discuss it, but know what you'll do if they are keen but can't help you. <S> This can be a double edged sword, however, you may chase off some potentials simply by being based away, they may have doubts about your ability to move in a timeframe that suits (and will often just bin you, rather than actually ask), it can be good to be able to state your relocation plans and (even ballpark) dates. <S> Another thing if you get interest is to try and book a block of interviews, so say look to travel to your target location and stay for a few days, with multiple interviews booked over the time. <S> The accommodation costs can be much less than a number of flights/train tickets/fuel etc. <S> Skype: <S> - In a remote scenario I think it makes perfect sense to have some kind of discussion like this, maybe even multiple interviews, so by all means mention it, but make sure they know your remote first. <S> It won't harm your chances, but make sure you thoroughly test your setup before the interview, no easier way to make you go off message than stuttering dropouts, and that can put them off.	Any company that isn't going to pay expenses for interview candidates either isn't serious about hiring you, or has a penny-pinching culture that means you probably don't want to work there. Just be polite about it and see what happens.
How to communicate with vendors when your company is past due on accounts payable? Background: I work for a small company that is struggling through an economic downturn. Due to this bills are consistently being paid 60-120 days past due. This has meant some of our vendors have discontinued services until we pay up to last billing cycle or pay in full. In many cases as a manager I find out we haven't paid our bill when I call a vendor either inquiring why our services aren't working or when I am asking support questions for example. Our owner pays our bills so this is not something I can control. Also, we do not have any policy around how to communicate to venders or otherwise. This is a more general management question looking for insight. Question: Once a vendor says we are past due (either in email or on the phone), is it more professional to explain the situation or apologize and let them know you will contact your AP person? On a personal level it feels embarrassing and I am not sure if I should be apologizing on behalf of my company and/or myself? Does this speak negatively on my integrity in the eyes of the vendor or is this just a common enough issue in business that its understood implicitly? <Q> Solution: Get your resume together and leave. <S> Otherwise, you'll be receiving the same calls at home about your heating bill. <S> You are likely to need to find a job soon anyway, this can't last very long. <S> Your company is failing. <S> You professional reputation will be impacted--you will be associated with the place that doesn't pay its bills. <S> Your future employer is being asked to hire someone who is associated with a place that does not pay its bills. <S> You will lose appeal getting a new job if you aren't employed. <S> You will lose leverage getting a good salary if you aren't employed. <S> Get out now. <S> Those calls are the least of your worries. <A> I've been on both sides of this call. <S> When I was calling for outage support for my clients, and found out they were shut off due to non-payment. <S> I would just say, "Thank you. <S> Let me go speak with accounting." <S> At that point, I would not make another call to the vendor until accounting had advised me their account was now current. <S> When we (the company I'm at now) have delinquent customers call for service, I just tell them that there is a flag on their file to talk to accounting, even though I know what's going on. <S> If they're just staff, I actually feel sorry for them, because they were told to call us for service <S> and I know this is causing headaches for them. <S> If they're the principals, I just let accounting deal with it, and wait for accounting to let me know when to start service, again. <S> Don't get further down in the weeds with them than you have to. <S> As far as your personal integrity - you'll only smear that if you start lying to vendors about whether it's been paid or not, whether it will be paid or not, etc. <S> They know you're not writing the checks. <S> And, as jimm101 said , make tracks as soon as you can. <S> Pretty soon YOU'LL be the one wondering why you haven't been paid. <A> Let's turn it around. <S> A customer of you had not paid for 120 day. <S> Boss told you to cut off service. <S> You tell customer they are cut off. <S> Do want to hear why or sorry? <S> No! <S> It is the customer's problem to clear their account accounts receivable. <S> Does the guy cutting off your power for non-payment want to hear why you can't pay the bill or your apology.	Just deal with the situation as honestly and professionally as possible, and don't get upset with them.
Should I say that I took Japanese classes in college, or that I learned Japanese by living there? My most marketable skill is speaking Japanese. In fact, all of my jobs have been in Japan. While technically I did take Japanese classes in college, I never really studied. My marks were so bad, I did not even qualify for "study abroad". When doing interviews for working in Japan again, is it more impressive to say: Having never "studied" the language ( mostly true ), after college graduation I bought a one-way ticket to Tokyo and found a job ( true ). I learned spoken Japanese by just repeating the Japanese I heard every day ( true ). My childhood dream was to live abroad ( true ). I chose Japan and took language classes in college ( true ), studied hard ( not so true ), and that is what allowed me to be successful in Japan. This evokes an image of being "goal driven". When casually meeting a new person, I like to say #1. I like to project that having been thrown into a do/die situation, somehow I learned Japanese and was able to survive. It allows a conversation about why and how I did it. It is a good ice-breaker. But, in very serious job interviews, which sounds more impressive? Story #1: I took a huge risk and was a survivor? I can build rapport with the interviewer by re-telling how and why I did it. Story #2: Emphasize that, as a goal driven person, through hard work and diligence, I was able to succeed. <Q> Better would be something like: <S> My childhood dream was to live abroad. <S> I chose Japan and took language classes in college. <S> After college graduation I bought a one-way ticket to Tokyo and found a job. <S> This avoids lying. <S> And it's an impressive enough tale for interview purposes. <S> Then you can really impress them with your skills, education, and job ability. <S> Whatever exaggerations and/or lies you want to tell your friends informally in order to break the ice, would be your choice. <S> Should I say that I took Japanese classes in college, or that I learned Japanese by living there? <S> You can say both. <S> And you can choose to say them without lying. <S> Or not. <A> You studied Japanese formally at college, and you've been expanding your knowledge and practicing it in Japan since 200X. To anyone who has studied a language for a short time, it's the second that makes more of an impression. <S> Don't claim anything in an interview that you cannot back up. <S> Unsure about Japanese but with some languages a speaker can actually tell if you learnt formally or informally and there may be someone in the interview who doesn't look Japanese but speaks it well enough. <S> Building rapport is something you don't really have time to do in an interview beyond the most fleeting, and being caught out lying negates that slight advantage. <S> If I was interviewing you <S> I'd more than likely ask you some questions in Japanese (not that I know Japanese) and judge like that <S> , I'd have little or no interest in how you acquired the language and even less in listening to a longwinded story about it. <S> I studied the language of the country I'm in before moving, but was hard put to hold a real conversation, but I learnt a lot more practicing it with the natives <S> and I'm now fluent. <S> I have caught out a lot of people claiming fluency in both English and the vernacular in interviews. <S> They're either working somewhere else, or still unemployed. <S> I have even discarded professional translators with years of experience just because their spelling was not good. <A> I think living and working in Japan sounds FAR more impressive than saying you took a class. <S> And it's true! <S> (I'd omit the bit about the risk by just moving there.) <S> Presumably, the interview will be in Japanese so they will be able to see if you are fluent. <S> Whether you took a class or learned online or whatever isn't really relevant once you speak the language.	Like many people, I really learned spoken Japanese by just repeating the Japanese I heard every day. In an interview you TELL THE TRUTH, because you may have to prove it.
How to enquire about vague promises made by the CEO? In a nutshell: the CEO of my company keeps on praising me and has been expressing intention of giving me more responsibility in the company, for some time now (ca. 1 year). These have not materialized so far. How can I try and sound out if there is anything material behind these declarations? I have been working at my current company for around 3-4 years. I have been doing very well (as measured by fairly objective measures), and receiving good feedback. The CEO of the company (who is not my direct manager) keeps on saying nice things about my work and makes claims - in one-on-one conversations only - that he wishes that I take on more responsibility. However, I have been hearing this for some time now - at least 1 year - and so far this did not translate into anything at all. Sometimes the CEO would mention that 'he needs to convince others' of his plans, or that perhaps 'I still need to have more experience'. I mostly enjoy the workplace, but if I'll be stuck in my current role for a while, I probably want to look for another job. This is not about mostly about pay, by the way - rather about the scope for doing more interesting work. Can you recommend a constructive way to address these issues? I am not keen to be confrontational, since my industry is relatively small (pharma research), even if this was otherwise an efficient way of going around this. <Q> How can I try and sound out if there is anything material behind these declarations? <S> The next time a vague (or direct) promise comes your way, reply right back: <S> Sounds great - I'm certainly ready for more responsibility! <S> When can I start? <S> You'll quickly learn if this was just a verbal massage, or a real "promise". <A> A couple of things do not sound right: <S> If he is the CEO then does not need to convince others <S> One year is enough time for more experience <S> I think you do need to push back politely. <S> Next time he wishes that you take on more responsibility then come back with: I am ready for more responsibility now, how do we make that happen? <A> Establish an explicit expectation with the CEO about the role you want and what you are doing to prepare yourself for it. <S> There is nothing confrontational about this, and you shouldn't be reticent about looking out for yourself and your career. <S> These may include performance targets in your current role, training, exposure to new projects, etc. <S> Identify any perceived weaknesses that could hinder your success in your desired role; work on them. <S> Give him reasonable time; I don't know the size of your organization, but I could imagine it taking a while to build buy-in with other managers, a board, and/or HR. <S> Be prepared to walk if they can't offer you a career development path that is appropriate to your levels of effort and skill. <A> Sounds to me as though the CEO does believe what he's saying but doesn't want to force it on other manager(s). <S> Best to have an open and honest discussion about it with your manager. <S> Tell your manager how you feel, but ideally don't threaten to quit. <S> Just go on an information finding mission for now. <S> See how your manager feels about it, try to understand their position. <S> If you hear that you need more experience, ask what areas specifically you can help with to gain that experience. <A> You need to be asking the other managers who assign people to the projects you're interested in. <S> The CEO likes you, but he's not going to go too far out of his way to convince others to promote you at this time. <S> Get specific concerns from the other managers about level of expertise and experience. <S> If they feel you don't have enough, how far off are you? <S> What could you be doing to make them think you are qualified? <S> It sounds to me like you are not showing everyone how ambitious you are and think a CEO who flatters you in private is enough. <S> Apparently it is not, so take action. <S> If anyone has concerns about CEO approval, let them know what he says about you. <S> When you're mom tells you to "ask your father" and he does the same think <S> when you're trying to get permission, you tell him, "Mom said it was all right if you do too."	Ask for specific, measurable, and actionable goals you can work on to help develop yourself for the role you want.
I think my colleague is lying about having a PMP, what should I do? I'm working as a junior PM under someone 10 years my senior. Her LinkedIn profile claims that she has a PMP, though she does not use the title in email. I have heard complaints about her performance (lack of involvement, poor organization, delays to the project) from several VPs and managers. I was curious as to how long ago she had her PMP so I looked her up in the credential database and found no entries for her. It's possible that she married and changed names, but I am beginning to suspect that some of her experience may have been stretched or falsified. We are in the consulting field and I am concerned that prospective clients may look her up the same way I did and reach the same conclusions. Should I try and mention this to our manager? I thought I could casually mention the concerns about a client being unable to verify her experience and the possibility that she just needs to update her name in the PMI database. <Q> Personally I think you should ignore this. <S> To be perfectly honest you have no idea <S> if she's lying, and to mention this could lead to the rest of your team to not trusting you as you sneakily went to management rather than, at the very least, speak to your colleague yourself. <S> Faking a client issue just seems sly - not the sort of person I'd want to work with! <A> Listing on the PMI's online credential registry is not mandatory, so it might be that she is a PMP, but just not listed. <S> Usually, when you list a PMP certification on LinkedIn, you would also enter your PMP certification number, eg: <S> If that is not showing up on her LinkedIn profile, I would seriously start doubting her claim, but then again - it might just be an oversight on her part. <S> Adding a certification number on LinkedIn is not a required field, so maybe she just didn't have it at hand if it's not there. <S> I would suggest you mention your concerns to her. <S> If she's legit, she'll be able to provide proof. <S> Otherwise... <A> You said you looked into your colleague linkedIn profile and it shows PMP certified but not in any official database/emails related to her. <S> Thereby you are jumping into some conclusion based on symptoms/observations. <S> That's not good. <S> Why don't you take her for coffee(official) and ask whether she has done any management related external certification? <S> This looks simple to me, unless there is some werid stuff going on <A> As a junior you have little chance of directly doing anything. <S> Going to your manager and 'telling tales' will only look bad for you. <S> So you have to be a bit sneaky <S> : make a suggestion to your manager that it would look really professional if all the people in ouur consultancy who had professional qualifications had them listed on the company website, along with those nice little smiling head pictures consultancies love so much. <S> Then prospective clients could see just how extra awesome you lot are. <S> Obviously you'd want to list the licence or certification details for that added impact. <S> Leave it at that, if management don't want this suggestion then fine, just ignore it, injustices happen all the time.	It's not your responsibility to check that your colleagues qualifications are legitimate, that's for managers or HR.
How do I know when to contest a bad idea and when to let it go I work as a designer for a software company, and work directly with developers on their newest and most important product. I am gaining a very good understanding of the software and how it works. However, the CEO of the company is not very technical and doesn't understand the product very well. He often writes marketing content or has marketing ideas that are bad or incorrect. I'm having a hard time knowing when I should voice my opinion about marketing/design decisions and when I should just do what he wants. Right now, we have contracted a marketing company to assist us, but it is clear that they are simply doing what the CEO wants and only giving advice/opinions when he asks for it. Should I follow the example of the marketing company and aim to keep the CEO happy, even if I know it will not look right or demonstrate the product well? Should I bother trying to correct his misunderstandings of the product? Is it my responsibility as a designer to say when something looks bad, or when marketing content is incorrect, or is my opinion better offered only when requested? I am lucky to have a job right now, and I don't want to risk stepping beyond what is acceptable feedback <Q> Should I follow the example of the marketing company and aim to keep the CEO happy, even if I know it will not look right or demonstrate the product well? <S> Should I bother trying to correct his misunderstandings of the product? <S> Is it my responsibility as a designer to say when something looks bad, or when marketing content is incorrect, or is my opinion better offered only when requested? <S> Hmm, tough call. <S> And I suspect it's very context-specific. <S> I've worked for CEOs that really wanted honest feedback on pretty much everything. <S> I had a good relationship with them, and they were the type that welcomed constructive criticism on everything from company policies, to the corporate website, to marketing materials. <S> (None of these were within the purview of my job at the time). <S> They were the types of CEOs that made it safe to be honest. <S> And I've also worked for CEOs (and others) that clearly did not want honest feedback. <S> They wanted yes-men, and they got only yes-men over time. <S> It was clear that frankness was not a good career move in those companies. <S> If you don't already have enough insight into your CEO's personality, then tread carefully at first. <S> See how others talk. <S> Then you'll get a better sense if it is safe to go further, or if you are better off holding your tongue. <A> I see this in small startup companies. <S> In my experience there was the CEO and their inner circle, and they would brainstorm marketing ideas and get riled up, then have staff drop everything and hastily execute their ideas, whether they were awful or not. <S> Best thing to do was sit back and let them do their schemes, because 95% of the time they crashed and burned because the "inner circle" had zero technically savvy people. <S> IMO, your opinion is best on request, but there's a good chance your suggestions don't go through (just from my experience <S> w/ a CEO who acted similarly). <A> It looks like you need to clarify your role. <S> Maybe it's a good moment to ask your boss: "What is expected of me? <S> " There are at least two options: a. "Stick to your work next to the developers." Then do your best there, do not mind what happens outside this role. <S> Should you provide great value, the CEO will see it and you will be invited to take more responsibility in the marketing area. <S> Then you can challenge bad marketing and poor suppliers. <S> b. "Please contribute to whatever is connected to marketing/design. <S> " <S> In this case you should carefully pick the places where you can make a difference , and focus on adding some value. <S> For instance you can isolate some of the content your CEO has written, make a review, go to him and position your feedback: "I understand you are a busy person <S> and I want to help. <S> Here are some ways we can improve our [content example] and in the future I can write, review or refine those materials and bring them to you for confirmation. <S> " I would value such a colleague in my team. <S> You cannot ignore the scenario where there is no role, and they only need another headcount. <S> I sincerely hope is not the case. <S> Your role does not matter. <S> You will feel this yourself and already be searching for a place where your role is clear and your contribution appreciated. <A> / <S> she was making a mistake, but only in my field of expertise. <S> That's what I'm paid for, solutions that work. <S> If I have a marketing opinion, but I'm not asked to present one, not employed for my marketing skills, and/or not a marketing expert, then I would keep it to myself unless asked. <S> And just do the jobs I'm tasked with. <S> Just because you think the CEO is making <S> a mistake doesn't mean they are or that they don't have very valid reasons (for them), I don't tell my people all the ins and outs of what I'm up to. <S> I tell them what I want them to do. <S> They may think they know better, but the reality is they work for me, not the other way around <S> so I must be doing something right.	Perhaps informally offer an opinion on something not overly significant and gauge the reaction. I would tell the CEO straight out if I thought he
Do companies provide external help/consultancy when an employee face problem in projects? I have been working on a project since 7 months. This is my first job. I am the one responsible for the project as no one in my office is from this domain. My project includes 5 modules and I have completed 3 modules. My Team leader and manager are quite happy with my performance. But I am now facing few problems with the remaining 2 modules. The hardware for which I am making software is not responding. I have told this to my team leader but all he says is that problem is in my software because hardware is designed by someone who has 15 years of experience. I am really facing problem and don't know how to solve it. I need some help who can guide. I have asked my team leader to purchase a tool to debug hardware but he refused as its very costly. How can I approach to my manager/team leader and can ask for some external help to resolve this issue? <Q> I'm a bit surprised that nobody mentioned to request a meeting with you, your manager, and the hardware guy of 15 years experience. <S> Basically make the meeting not about finger pointing but rather say that you're having trouble speaking to the hardware and you'd like to narrow it down. <S> In the meeting, show code and show proof that it isn't responding but don't point finger. <S> Say something like, "I tried responding to your hardware and expected a response of XXXYYYZZZ and instead I get back a null signal. <S> Can you explain why that is?" Then having him speak outloud his proof that it works and then ask for guidance on what you're doing wrong. <S> Eventually he'll have to make it work for your code because he would be unable to explain otherwise. <S> The worst case in this meeting is that it can also expose something you did wrong. <S> It could be you forgot something or didn't read the documentations right. <S> I think sitting down and talking with the hardware builder would help. <A> Yes , they would if it is within their budget constraints. <S> For example, my team was trained by professionals from AWS when we were setting up the architecture. <S> However, you have to do the necessary groundwork and research about the training programmes available and the cost of training. <S> So, this is what you do: <S> As said above, do the necessary groundwork and research about the training programmes available and the cost of training Narrow down to about 3-5 such programmes and detailed information about each. <S> Also include the pros and cons of each. <S> Please keep the costs in mind while narrowing down the list Present this detailed survey to your manager and let him make the necessary decision about whether to move ahead with the training or not. <S> If yes, then what programme should he be moving ahead with <A> The usual path would be: a. <S> You try to solve the problem. <S> b. <S> You read up on everything you can find, then you try very hard to solve the problem. <S> c. <S> You step back, relax, and check if you haven't done anything stupid that keeps it from working. <S> It happens. <S> You say "Oh my god, how stupid of me", and solve the problem easily. <S> d. <S> You check if there is anyone else in the company who can help you solve the problem. <S> e. <S> You discuss with your manager whether it is possible to go ahead without ever solving the problem. <S> You also discuss whether the problem can be solved at all, and how much better than you someone who can solve the problem would have to be. <S> f. <S> (I remember having a poor colleague who got lumbered with the job to get smart cards working with our product. <S> I avoided it because I just knew it would be trouble. <S> And the devilish things react very badly to any errors during development and see it as a hacker attack and lock up, and then nothing works).	The company hires a contractor who can solve the problem or tell that it is impossible to solve.
What can I do about my boss mocking my accent? I am a US citizen working in Australia. I am not white. My boss routinely mocks me with a fake American accent implying that I am not a "real" American. I'm pretty sure that his intent is undeniably malicious, not playful. I know I am not imagining it, because other people look uncomfortable when he starts doing it. However, he is very smart and keeps the fake accent just at the borderline where listeners know he is mocking, but it's hard to prove. I feel that I can't go to HR or accuse him in any way because I can't prove it, and no one in the group will even dream of giving evidence against him, so he knows he is safe. If I accuse him without proper evidence, I'm worried he may turn around and sue me for harassment or defamation. What action can I take to get this to stop. <Q> I had a similar problem. <S> I am English, living in California. <S> A lot of people comment on or mimic my English dialect. <S> Very few people do it persistently to the point where it becomes annoying. <S> In all except one case, hints have been enough to get them to stop. <S> The one exception, fortunately, was a handyman I was paying to do some work around my house. <S> I could fire him, for that and other reasons. <S> In your situation, I suggest picking out a colleague you get along with who seems to be uncomfortable with the boss's behavior. <S> The hope, of course, is that the colleague will offer to talk to the boss about it. <S> It is much easier for a third party to handle something like this. <A> I sense he intimidates you (whether due to his personality or power) but don't underestimate the importance and need of talking to him about this first. <S> Even if you have to do it more politely and sensitively than you want - for instance, <S> "Perhaps I am being sensitive, but it sometimes feels like you are mocking me in meetings." <S> This will force him to explain himself and at least give him pause before continuing the behavior. <S> FWIW, the "not a real American" comment seems way out of line to me. <S> The other reason this is important is that if he does continue or in fact become progressively worse, HR will be able to take far greater action if this is something you have personally expressed to him. <S> Also, he could actually be clueless <S> and you pointing out <S> how his behavior makes you feel might actually make him stop. <S> I do agree with the earlier comment though that you should ask a local confidant how cultural differences might play a role here. <S> Keep in mind <S> though, in no culture is it ok to say you are not American because you are not white. <A> Reading your question indicates to me a bit of a culture clash here - while I'm sure that Australian workplaces are not massively different from American (or any other), there is definitely some variation between cultures. <S> While this is skirting very close to legal advice, I'm fairly confident that in no workplace in Australia would you, making one HR complaint about a colleague or superior, end up with a lawsuit for harassment. <S> You might not even need to go to HR. <S> First, ask for a private meeting with your boss. <S> Tell him that you are very uncomfortable with his joking about your accent. <S> Say that while you know he's only messing about with it (even if you think otherwise - this is not the time to start making accusations), it is affecting you adversely and you would prefer him to stop it. <S> You do have to allow for the fact that this person is simply obnoxious/ignorant rather than malicious. <S> Make a note of the meeting date. <S> Then, if he continues with the mocking, or starts some other form of bullying, make a note of what he did and when he did it, and who was around to witness it. <S> If, after a couple of weeks, he doesn't stop, talk to HR and mention that you have taken it up with the individual and he has continued despite this. <S> Hopefully, this will be the end of it all. <S> However, if it doesn't stop, try HR one more time. <S> If that fails, then I suggest you talk to your lawyer to get advice on the bullying, and start looking for better job. <S> However - if you have other reasons to think that this bullying won't stop (other people have been bullied) or he really will sue you for harassment <S> (there's stories of him doing that before), then simply go straight to the end of this scenario and get a better job.	Tell that colleague that the accent thing is making your uncomfortable, and ask for advice on how to get the boss to stop.
Who owns a laptop that I got from Microsoft Build? My workplace paid for my Microsoft Build ticket. At Build, they gave every person an HP laptop as a give away. Is this generally considered my laptop, or my employers laptop? Edit from the comments I have had the laptop for a long time, my employer knew about it. Almost exclusively used for personal use, but sometimes when I had to go into a clients office since I had no other laptop. They are now asking for it back and I'm not sure if I would be in the wrong to claim it's mine. <Q> Ask your manager. <S> They'll probably agree it's yours (my hunch). <S> If they think it's theirs, it's maybe worth objecting to in conversation, but it's not worth formally contesting, or quitting your job over, or hiring a lawyer to sour your relationship and decide. <S> If they think it's yours, great. <S> If you don't tell them about it, you might not want to use it for personal use in case they find out about it in the future (or know about it already) and claim it. <S> I think this is a terrible option. <S> I do think they should understand you want <S> it, in case their policy is ambiguous. <S> They'll see it as a cheap way to increase your satisfaction with the job. <S> You should not need to be confrontational or belligerent to communicate this. <S> I really hope your relationship with your company is not so terrible that you can't have a straightforward conversation about this ambiguous situation and get an honest answer. <A> I saw this same scenario play out, once, at an old job. <S> It was a videotape storage rack, "won" by an attendee who was my boss at the time, and a video engineer at a post production house (as was I). <S> It was a relatively inexpensive item, but the owner and the "winner" fought back-and-forth so childishly over the thing that it hardly seemed worth it. <S> In the end, it left a lot of resentment between the two, and I believe was no small part in the engineer leaving the company. <S> My recommendation: <S> Tell your employer it would really help you to work occasionally from home if you could have it. <S> Be honest, be prompt in being honest, and ask. <S> It may be an easy pitch to your employer. <S> The paperwork and hassle to integrate a non-standard system into the network through IT may be more headache than the laptop is worth to them. <A> ---Updated <S> In Light Of Recent Comments--- <S> Generally speaking it will depend on your company's policies. <S> Not so generally speaking, however, if a manager walks up to you and claims that the laptop belongs to the company then you have to decide whether hanging on to it is worth your job or not . <S> Conference swag is, in my experience, each participant's to keep. <S> I've never heard of the company demanding that their employees hand over their t-shirts, pens, or other such trinkets. <S> That being said, a laptop is worth <S> quite a bit more than a t-shirt. <S> On the Wikipedia page it lists every such convention that has taken place, and it mentions that in 2015: The ticket cost $2095 USD "Build attendees received a free HP Spectre x360 ultrabook " <S> Some managers may feel that since the company paid for the (pricey) ticket they are entitled to the "gift" - let's be serious, it was not so much a gift as a part of the package. <S> This may especially be true if it's a smaller company and the price of a laptop is actually a significant expense to them. <S> Seeing how they've known about this machine yet allowed you to keep it for personal use makes the situation confusing. <S> Had they immediately established that it was a work machine, that would have been fine (and I highly encourage anyone in a similar situation to hash this out with their employer as soon as they receive such a generous gift). <S> However, a year of personal use later I can see how you'd be upset at parting with it. <S> At the end of the say the most you can do is state your case: <S> With respect, I received this laptop as part of my convention gift package, and have been using it as a personal machine for almost a year. <S> It's a little late in the game for you to claim it as a company resource. <S> That may (most likely will) not go over well. <S> At that point you could simply quit and keep the laptop and they probably won't take legal action against you. <S> Probably.	In my opinion, the laptop belongs to your employer, because as AndreROIM said , it was a material part of the package your company purchased for you to attend.
How can I decide whether to stay as a temp in the hope I'll be hired permanently? I've been working almost 6 months as a temp for a Aerospace company as an administrative assistant. I started working here in August. Two of the managers wanted to get me hired on in January but something happened and they suddenly left the company. They recently hired a new HR manager who I now report to. She told me that because she is new and all the changes, it'll be months before she even considers hiring me. I'm disappointed at everything that's happened, I love working here but I don't know if it's worth it to keep working here if now I know my chances are slim. How can I make a smart decision - what should I take into account? <Q> Take into account several things: <S> First, what is the financial situation? <S> You likely currently have nobenefits, can you afford to wait to get them? <S> Do you like the actual work? <S> Do you generally like the working conditions <S> How do you feel about your new boss? <S> Does she seem to be someone youcan work with? <S> How much chance is there that she will simply end your temp contract?If the chances are high, can you easily find another job? <S> What other jobs are available in your local area that you arequalified for. <S> Sometimes it is best to stay at a less than optimumplace if no other decent possibilities exist to move to. <S> Only you can determine the answers to these questions and the importance you place on them. <S> I personally value good working conditions and coworkers and interesting work over salary. <S> Other people have make different choices. <A> Look at it like a share that has lost value: The time you spent building trust with the previous managers is (pretty much) gone, as are any promises made by them. <S> You won't ever get these back. <S> Instead you now work at an aerospace company as a temp admin assistant with a new manager, as you did 6 months ago. <S> Only you have 6 months more experience. <S> From here, your chances can improve, or they could get worse. <S> They can always swap the manager again in 6 months time. <S> This was an acceptable position for you 6 months ago. <S> If it's not acceptable anymore, figure out if you can change something about the situation to make it acceptable. <S> If you can, do so. <S> If you can't, look for another job. <A> So, I would go to HR and tell them I was close to be being made permanent and let them know I don't want to wait a few months with no resolution. <S> Just because previous managers have left does not mean it's a clean slate, their promises made while in that position should still be given due consideration and honoured unless there is a specific reason why not (which does not include a HR persons reluctance to do any work). <S> At the very least I would want a definite timeframe for my case to be reviewed and a decision made. <S> You can be let go at any minute as a temp, you have nothing to lose. <S> Exert what pressure you can and negotiate from the strongest position you can.	I would soldier on while looking for a new job, waiting several months is too vague, and waiting on the convenience of a new HR who may not last long in any case is not something I would do.
Do you pay for lunch during a lunch interview? If I am invited to a lunch (or dinner) interview at a company, would I be expected to pay for it? Should I at least try to offer and "reluctantly" decline? The company set up the lunch interview, including the location. I was not aware it would be a lunch interview until they told me (although I have no problems with it). <Q> Should I at least try to offer and "reluctantly" decline? <S> No, let them pay for it. <S> They called the interview and place, it's up to them to pay. <S> That's just an 'understood'. <S> Anything else is just playing around and looks fake. <A> Always play it by ear, but be prepared to pay. <S> Don't fight it. <S> Several times, I've had a company buy me lunch, dinner, plane ticket and hotel room to come out for an interview, and the like. <S> Only time I've ever had to pay my own was with the rental of a vehicle, which I believe is connected to the liability insurance risk. <S> They reserved it, but I had to use my own credit card to pay for it and then get reimbursed. <S> Even when the company is paying, you should still consider being reserved. <S> It's an opportunity for them to see if you are frugal or extravagant. <S> Whether you will have the ability or authority to approve spending decisions or not, you might be tasked with reviewing a product or software and it's better to be seen as frugal than extravagant with the company's money. <S> While you don't have to order the absolute cheapest item on the menu, do NOT order the most expensive item on the menu. <S> Generally the company will be very upfront about it. <S> " <S> Order whatever you like. <S> The company is paying. <S> " I once was told almost these exact words. <S> The executive then went on to praise the blah-blah-blah on their menu. <S> It was a median priced item, it was what he ordered, so it was what I ordered. <S> Subtle directions like that should be followed, unless it's something you are allergic to <S> or you really do not like. <S> It may sound simplistic, but it's an easy way to plant a brief message in their mind. " <S> Frankie likes the Club Sandwich, so he must be a good guy. <S> " If you are one of the final candidates, a hiring decision can be swayed by such nuances. <S> If you get no such directions, choose wisely in terms of how easy the item is to eat. <S> BBQ ribs have a high potential for making a mess of you and your clothes. <S> If it's a BBQ place, maybe order a pulled pork sandwich. <A> Perhaps, as well as considering the many excellent answers here, you will want to consider whether a company that expects you to pay the bill is the sort of company you want to work for. <A> Usually the company will pay,as it will give a real bad image of the company if they did not. <S> Just offer to pay and start opening your wallet in plain sight. <A> If a US company is interviewing you, it's generally expected that all business expenses (including plane tickets and a hotel room, if applicable) are covered by the company. <S> I'd go into any interview with those unspoken expectations, and if that turned out not to be the case I'd feel like something a little bit weird was going on, to say the least. <A> As others have noted, normally the company will pay. <S> But I'd always make sure to have plenty of cash and a credit card just in case. <S> If for whatever reason the company doesn't pay, you don't want to be in the embarrassing position of not having the money, and turning what should be a trivial issue into a big deal. <S> Unless they're taking you to someplace super expensive, paying for your own lunch shouldn't be a problem. <S> Presumably you normally pay for your own lunch. <S> If a company hiring someone for a minimum wage job took him to a 5-star restaurant and expected him to pay for the meal, I'd think that pretty bizarre and inconsiderate.	If they are paying, which is the norm, let them.
When given the choice in a test, should I use the older technology that I'm most comfortable with or a newer technology that I might struggle with? I'm having a practical test for a job oportunity tomorrow. The job involves mainly, although not only, software development, which is what the test will be about. I was told I would be given a problem to solve, and they would evaluate the way in which I solved it, also it was up to me to choose what plattform or programming language I was most comfortable with. My concern with this is that the technologies I feel most comfortable with might be at least somewhat outdated by now, and I don't feel I have enough experience with newer/better options to do an okay job. So I can't decide between playing safe and try to do a good job, although probably not very exciting for them, with the tools I know I know, or risking a somewhat likely hit and miss with something fresh. What would be the best approach here? <Q> Short answer: Just go with what you're comfortable with. <S> It's by far the least risky just to ask to be tested in your favourite <S> (even if slightly outdated) language than to go for the latest and greatest and bomb it. <S> If you show you are a competent developer, then most IT Managers are aware that in many cases you can adapt to new technologies with a minimum of fuss. <S> If you are really worried, just tell them the truth: That you can do the later stuff, but you feel more competent in this language, and could easily expand the skillset later. <S> Remember, they're not asking for a particular technology set. <S> They are asking for how well you can manage a programming task, irrespective of the language. <S> If they really wanted competency in a given language, that's what they'd be testing you on. <A> As it is not a software development company and even if it was one, it is better to have a small minus than make a crippling mistake while showing off. <S> Explaining your choice may even give a better impression as you understand that your technology is deprecated and you have the wish and will to improve on newer technologies that you are currently learning. <S> More than a developer that can make things work, you will appear as one in constant progression. <A> Keep in mind that most software failures don't have anything to do with a lack of command over the chosen language. <S> They have to do with writing the wrong thing in the chosen language. <S> The test will probably go after your ability to nail down the requirements without specifically saying so. <S> Don't be afraid to ask for clarification of the problem. <S> The more nitpicky you are with clarifying questions, the better they should like it. <A> It sounds like they want you to solve problems and demonstrate problem-solving capabilities, not which language is the latest and coolest. <S> (which is a really good thing). <S> If this is the case then writing it in an really obsolete language (VB6?) would be just as good. <S> If they wanted to know your abilities in a specific language because they were a software company that used a particular one, then they would definitely have asked you to code in that language (or at least show you know something of that language). <S> There's a possible case here that if you were to use a super-cool language they might reject you for chasing new techs rather than doing the job they want, or that the interviewer may not understand the new stuff anyway which would only confuse matters. <S> Its also worth, in these cases, using the more verbose language for the task. <S> eg, if you were asked to create a web service you could do it in C# writing a wsdl, running it through svcutil to generate code, implementing your interfaces and attribute-decorated methods, and writing a service program to run it self-hosted. <S> Which would demonstrate you know all the bits you need to know. <S> Or you could write it in PHP which would be 1 line of code constructing a soap server passing the wsdl in. <S> That demonstrates only that the PHP devs know how to do it. <A> First, do it with the one you're most comfortable with and then try the other one. <S> If you're satisfied with the results, submit both with some comparison and contrasts. <S> You may prefer one over the other for this particular application. <S> If you're not comfortable at all with the new language, don't submit or say anything about it at all. <S> Don't even think about bluffing your way through this. <S> People get nervous at interviews, so you want to focus on things you know the most about and are the most comfortable with. <S> This will be a good learning exercise regardless. <A> For this I would use the technology that you are most comfortable with due to your statement: <S> I was told I would be given a problem to solve, and they would evaluate the way in which I solved it, i.e. They are trying to work out how you approach a problem and how you go about solving the problem. <S> They are not that interested in the technology.	Play safe but explain your choice.
is it okay to mention "short commute" being a big factor during a job hunt? I will graduate college in a couple of months and have already been on a couple of interviews last year. As I am doing some preparations, I was wondering about something. Before the interview, the formal exchange of mailing/phoning, is it okay to mention you'd prefer to work some place close to home? For example would a recruiter/HR person be appalled to read on my LinkedIn profile when he/she read - or later hears - I want to work some place close to my current home. It's a reasonably important factor to me right now. I'm okay with making a bit less than if I would have found a job in one of the bigger cities in my country. Is it ever okay to mention this? On your LinkedIn profile? Personal website? During an interview? Or should I just keep it to myself and filter companies I dislike overall? <Q> It's perfectly fine to tell recruiters any preference you have towards jobs. <S> That is their job after all, to find you a job that's perfect for you . <S> As far as your website, LinkedIn, etc. <S> I would place a line in your bio that says "currently not looking to relocate". <S> That will hopefully fend off jobs from faraway places. <S> Unfortunately you will probably never be able to escape "recruiters" that blast everyone on a job board with the word "software" in their resume, but that's the nature of the beast. <A> Is it necessary or beneficial to mention the requirement of a short commute? <S> This is because having a short commute doesn't make you more attractive to a business, as there is an assumption that all staff will work their contracted hours. <S> If the situation arises though, feel free to mention the short commute as being important. <S> Cases include: <S> A recruiter asking whether you would be willing to relocate In an interview, the interviewer lives in the area and you can use it to build rapport <S> If you work in an industry where local knowledge is important <A> It is OK to mention "short commute" - yes - but when and where Also you are mixing relocation with short commute. <S> You would prefer not to relocate <S> but if you do relocate you want the option of an affordable short commute in a neighborhood you desire. <S> "Short commute" would mean very little to most business - yes we have housing within 10 miles. <S> On your LinkedIn or CV I would say no. <S> It is easy enough to filter. <S> Have them focus on local jobs but not ignore others. <S> On a cover letter yes if it is a local business. <S> And you don't need to be obvious. <S> "I am local and can come in for an interview at any time". <S> If you have the qualifications they are going to think let's check him out. <S> Clearly you are more likely to accept a job offer than someone from out of state. <S> If they pay relocation expenses then you save them money. <S> Also maybe skip the recruiter for local jobs and apply directly. <S> You know the local businesses. <S> The business can avoid recruiting fees. <S> Don't be obvious you will take a low offer - but if you get a fair offer just take it. <S> In the interview <S> yes mention you live close. <A> I don't think you should advertise your preference. <S> Apply heavily to local jobs. <S> No sense in letting people think they can underpay you because of this even though you may be wiling to work for less. <S> You will get contacted by companies with further commutes and you'll have to decide if they have something to offer that will over-compensate for a longer commute. <S> There could be a time when you want to relocate and may end up with a longer or closer commute depending. <S> If you get an offer, but really don't want the commute, just tell them. <S> You never know, they may offer to allow you to work remotely a few days a week or offer some flex-time if that allows you to avoid high-traffic times. <S> Put more time and energy in hanging around areas where people who work in your area congregate. <S> You'll learn more about who works there and what it is really like to work there. <S> You'll benefit from the location as well as knowing the company is a good fit.	Sometimes, but I wouldn't advertise it on LinkedIn, my CV, cover letter or application. For a recruiter yes tell them. When asked why you like the company/want to work there, then you can indicate you appreciate the short commute.
Is it rude to turn down a job examination after you have accepted it? I'm about to graduate and some companies are already offering job positions. Then one day, I was offered a job position at a company and they want me to take an examination first which I accepted immediately. But then, after much thought, I am not confident enough in taking the exam and I would like to cancel the scheduled date and tell them my reasons. Is is considered rude to do this? <Q> Although your question title focuses on whether it is rude/ethical to cancel an examination you agreed to, I believe your actual question hinges on this statement: <S> But then, after much thought, I am not confident enough in taking the exam <S> and I would like to cancel the scheduled date and tell them my reasons. <S> As Jane S. mentioned in the comments, the company offered you the chance to take the examination because they saw potential in your ability. <S> You agreed to take the examination, and now it sounds like you are having doubts about your abilities. <S> This is completely natural. <S> But it doesn't mean you should pull out. <S> "Should I just take the exam even though I know I'll fail it?" <S> The answer to this is almost certainly "Yes". <S> Even if you know with 100% certainty you'll fail, it's still in your best interest to take the exam. <S> Think of it this way: what's the worst that will happen if you fail? <S> Answer: you won't get the job. <S> But if you withdraw from the exam without taking it, you certainly won't get the job either. <S> On the other hand, taking this sort of exam and failing still has potential benefits: <S> Taking an exam like this is valuable practice for general hiring procedures. <S> If you experience this one (and fail it), you will remember this experience for future applicatioins. <S> This is not a university-style test. <S> Even if you can't answer many questions, you won't know where their "passing mark" is for the position they're hiring for. <S> You could quite possibly "fail" the exam by your own standards, but still be considered good enough for the position they're hiring for. <S> You won't know unless you try it. <S> If it's an oral test, you will probably get feedback during the exam of how you are doing, which areas you were good at, and which you need to improve on. <S> If you don't end up getting the job, you can use this feedback to your advantage for future job applications/interviews/exams. <A> Is is considered rude to do this? <S> Not rude, but it will definitely inconvenience the company since they will have made some arrangements. <S> It's unlikely you will land a job there so long as they remember you. <A> The decision is up to you but keep in mind that one way you have to be more confident of your skills or abilities is to try, don't matter the result. <S> This will even give you more experience in how you should behave, for example. <S> As the great philosopher Aristotle said: "We are what we repeatedly do. <S> Excellence, then, is not an act, but a habit."	As others said: it will not be rude and it's normal to have doubt or unsure if you should take the exam.
How to prevent poorly thought through ideas and irrelevant discussions from slowing the completion of a project? I am leading a volunteer team which is closing on the final months before a deadline on a major project. The team seemed to have fun putting their ideas forward and came up with a solid design. With the design phase nearly complete, most of the newer idea suggestions seem to be poorly thought through ideas which seem to lead into rabbit holes. These rabbit hole discussions are muddying the waters and distracting the team from focusing on completing the project. What is a good way to go about respectfully convincing team members to slow the flow of poorly thought out ideas and remain focused on project completion. This part of the question is additional information added after asking the original question to help narrow to a good solution. I was very up front about this being a volunteer project. I am not being paid. I have no magic money tree though I wish I did. I have top notch people, who are both honest capable. The rabbit hole discussions are coming from people being over zealous more than anything else. I am not in a bind yet as everything is on track. I am looking for advice on how to keep it that way. I have experience working with good non-profit leaders who have pulled off phenomenal projects. Habitat for Humanity comes to mind. I have experience working with bad non-profit leaders. I can empathize with situations being described below. I have had to fire volunteers, and I have had to walk away. This particular issue is not at those extremes. I have nothing against meetings; however, holding meetings in this situation will slow work progress. I prefer avoiding meetings. This issue is more of a nuisance at this point than a problem; however, I am looking for a good way to snipe the issue before it elevates into being a problem. What I like so far and why: "Make it work, make it good, make it great." This statement is short and sweet and embodies using common sense to prioritize the work. "Make it clear that at this point perfectly fine ideas will be rejected." This hits directly at my struggle. I do not want to go about rejecting good ideas from a good team; however, I need to because of time and budget limitations. "Provide place for developers to discuss this out-of-meeting." Diverting irrelevant discussion seems to be a good strategy for keeping it from slowing workflow. <Q> Email out the meeting agenda <S> at least 1 day ahead of time, and shutdown discussions not related to it, citing the agenda. <S> To increase the chances of everyone buying into the agenda, I'd suggest the following. <S> Make sure the team knows about the agenda, and has some say in how it is put together. <S> Provide place for developers to discuss this out-of-meeting (like a forum), which allows voting. <S> Say the top X number of topics get on the agenda. <S> Hopefully just having to write a paragraph will keep the truly un-though out ideas off the table. <S> Allow each issue a certain amount of time and then offer to add it to next weeks agenda if there is still heated debate when the time is up. <A> They're volunteers, so you can't do a lot. <S> Set agenda's, set procedures and do your best to make sure they're adhered too, but don't get too pushy <S> or you'll have no volunteers. <S> If they're not getting paid, then the project is not all that important to them and possibly the World at large. <S> Failure in these sorts of projects is fairly common and team lead usually takes the blame unfortunately. <S> It's best not to stress unduly over things, these people are just doing it for fun, when it stops being fun, they'll often stop doing it. <S> As team lead, the onus is really on you to decide which are the best ideas to implement, so weigh them carefully and get people to concentrate on those that are practicable. <S> Make it clear that those are the ones to be worked on. <S> If you're not doing that, then you're not leading anything. <A> Before starting to discuss any new idea, make it clear to everyone that you are very late in the design phase. <S> And that means an idea must not be merely acceptable, not merely as good as what you have right now, it must have a very, very significant value that merits lengthening the design phase. <S> In other words, make it clear that at this point, perfectly fine ideas will be rejected. <S> Make it also clear that at this point, perfectly fine ideas have to be presented together with clear and documented reasoning why they are significantly better than what you have now - which implies that the presenter of the idea must have studied your current approach and must be able to compare current approach and demonstrate why his idea is significantly better.	Create a meeting agenda, and time box each meeting and each agenda item.
Potential US employers require social security number as part of application; what am I not seeing? My college age son is job hunting here in California, and a few large employers (Lowe's, Sears, Michael's) are requiring his social security number as part of the application process. The process halts if he doesn't enter it on their web site as part of the application. I saw a 1 similar question, but the link in the accepted answer no longer includes the quoted material. So I assume it's legal to ask for a SSN, but is it a good idea to give it? I can understand handing it over once you accept a job, but before? EDIT: I had seen the "recruiter wants my SSN" question, and I believed it to be different in that it's not the employer but a headhunter asking, who may or may not have a real relationship with the employer, so, yeah, no way I would surrender it to him. I understand that it's likely more efficient for the prospective employer to collect data up front and then discard it if necessary. And that they can pay $$ to weed out fakes far up front, and that might be cost effective for them. Beyond that, what is their purpose? If they get SSN from every minimum wage job seeker, they now have a big list of potential liabilities for the next time they get hacked (I'm looking at you Target). What am I not seeing here? <Q> Employment is one of the few legitimate uses for the SSN; they need it to file taxes and such on your behalf. <S> But before you're hired... I agree, that would bother me too. <S> It's entirely legal to answer "Not before I'm hired." <S> But this being the US, it's probably entirely legal for them to say "if you don't trust us <S> we won't hire you" -- and the only recourse is to be willing to walk away and interview elsewhere. <S> And that may, in fact, be the right answer. <A> Read the waivers those companies make your son agree to. <S> If it's for a credit report, which will depend on these rules in California, they will tell him if it's for that purpose so that they can obtain a waiver from him. <S> If it's for the purpose of double-checking previous employment records, they will tell him that as well since they'll need a waiver from him. <S> I don't know if it's a good idea to give it, but I live in California <S> and I've personally given it when I applied for jobs. <S> Not wanting to give it would severely limit the number of jobs one can apply to. <A> It's not possible to answer for every potential employer. <S> Some may request your social security number to perform pre-screening, while others may be just collecting information. <S> My opinion is that it is inappropriate when the potential employer has not even expressed an interest in a candidate, but wants everyone to load their Soc# on their website. <S> For large corporations, there are probably a lot of fakes applying <S> and it's more efficient to ask for the number up front to do a background check if they are interested. <S> As a rule, I do not give out my social security number unless I trust the organization. <A> I believe your SSN is one direct means of verifying employment eligibility within the USA. <S> For example, certain travel visas allow for an individual to acquire a social security number, however, they do not allow employment. <S> An employer can likely verify this fairly easily with Social Security without having to go through the Dept. of Homeland Security or US Immigration Services.	It's entirely legal fot them to ask.
Want to Resign, but Bosses are Out of Office Today I'm a part-time employee (full-time student) on a limited-time contract and I'm in my last two weeks of my three-months probation. The decision has been planned and is not rushed, however failure to resign within the last two weeks means that quitting afterwards requires a longer notice period and I'd like to take the easy way out if possible. I'd like to take the opportunity to quit today, but all of my bosses are out of the office. Now I have a few choices and am unsure which one I should choose: Give my notice to the HR department regardless of the availability of my bosses. Wait until Monday and hand it in to my boss. I would also like to discuss my departure with my coworker whom I spend a lot of time with. Is it a good idea to do so ahead of my resignation, as in talk to her about it today if I'm planning on waiting until Monday to tell my bosses/HR? <Q> You are at a company. <S> Any communications with the company (for example a resignation letter) take effect at the time the company should be aware of it. <S> You can hand over your resignation to HR, and it is valid <S> right then (if you don't trust them, ask for a receipt for the letter). <S> If your boss is on a six week holiday, that's not your problem. <S> In an extreme case, if you sent a letter by registered mail and the company refused to accept it, legally they would have "received" the letter at that time. <S> On the other hand, if there is a sudden reason why you want to quit, then spending a weekend thinking about it might lead to a better solution. <A> It's usually better to hand your notice to your line manager or immediate supervisor, to discuss reasons for quitting, hand-over requirements, etc. <S> However, it's worth remembering that notice is just that <S> , notice . <S> You're putting the company on notice that you will be quitting (usually on such-and-such a date, in line with the terms of your contract), <S> you're not asking permission to quit . <S> As such, in the absence of your line management and especially if there's a time-critical aspect to your need to submit notice by a certain date, it's perfectly reasonable to hand your notice to HR. <S> With regard to discussing your intention to leave with colleagues, I would suggest that you absolutely not do so prior to submitting your notice. <S> I'd also suggest being very careful about what you do discuss with colleagues prior to speaking to your supervisor. <S> If you wish to discuss your discontent (assuming that's why you wish to leave!) <S> then I simply wouldn't do so at all, no good will come of it. <S> I'm suggesting caution above because even now as a student, you should be looking to build and enhance a reputation for professional behaviour at all times while at work. <S> If you wish to hand projects over then ideally I'd suggest waiting until you've talked with your supervisor first but again, if this is time critical (e.g. you wish to hand in notice during your probation notice so you can quit and finish work completely today ) then obviously you'd need to hand things over to a colleague rather than just walk away and leave things floating. <A> The main point is that you're a part time worker/student <S> , I doubt the place would crash to a halt if you left. <S> Hand in your resignation to HR in your timeframe and don't worry about where the bosses are. <S> They don't have to be there for it to be effective from that time. <S> I see no need to wait. <A> You still have the next week. <S> You have not done it this week, cool it off. <S> You will ruin everybody´s weekend, including yours. <S> Talk with everybody <S> Monday, it is more wise. <S> Do not discuss it with your workmate, People will be people, she has a sense of loyalty, or she may want to cover her needs. <S> She will call your bosses, it will be a mess. <S> Your superior might even call you during the weekend, or make a rushed appearance at the end of the day. <S> Summing it up, it wont be wise discussing it with <S> any of your colleagues before taking with your direct manager. <S> It is a simple rule of work etiquette.	If by next Monday your boss is not in again, absolutely deliver the resignation letter directly to HR.
How to politely ask for a significant pay rise? I appreciate there are similar questions such as this question , but it doesn't quite meet my concerns. Background: In early March, I'll have been working in my business for 2 years, originally taken on as a graduate web developer on £17k basic in a small team: my manager, myself and a dev for niche piece of software. That dev then left the business and I was landed the role of taking on the development for this piece of software. Following the first year, I had a rise to £20k basic. We've since recruited 2 extra developers. In about 18 months, I've become qualified developer in that piece of software and have responsibilities such as: managing the telephone lines, internet lines, system administration, technical support, travelling between offices (who don't have anyone technical) to support them if required and am unofficially regarded as the "second in command" of our small team whereas my colleagues have the luxury of just being able to code, relatively undisturbed. The point I'm trying to make here is that in addition to developing for the website and the niche piece of kit, I've got a lot of extra responsibilities. I've recently been contacted by a recruiter, explained my situation to them and they're claiming they could get me £30k plus benefits which got me thinking and after a quick search found that jobs being advertised with my credentials earn between £25k and £35k. Long story short is: I'm feeling underpaid. Although the question linked refers to increments of 10%, what I'd be asking for is an increment of about 25% which I feel is absolutely reasonable, but it does sound like a steep increase. Questions: Is it reasonable to request such a high pay rise given the skills I've acquired over the 2 years I've been at this business? How could I approach such a large % increase with my manager? Should there be anything to be aware of during this process? When I got my first rise, I was simply offered an amount and accepted so there wasn't really any process for myself. Each quarter we have a review which is what I'm waiting for to bring this up, as it feels to be the most appropriate time. I want to take this opportunity to mention it as otherwise I'm concerned the process would be the same as the first time. Edit I appreciate the feedback! I would like to clarify and expand a little on a few points: I'm flattered about the remarks around £30k-£40k, but I think with having only 2 years industry experience, £25k is reasonable. I actually work in recruitment. I'm not sure if the type of industry makes a difference? Searching for a new job isn't the easiest as we specialise in IT so posting my CVs to boards is a big no-no, rather I'd have to probably contact recruits and employers directly. A bit of a pain, but that's my problem I suppose. The other 2 devs have no idea how the phones work, administration, internet networking etc... works. So I do feel I have a lot of leverage to work with. I have a good relationship with my manager. It's not always incredibly formal. Not sure if this makes any difference to the answers present. But I massively appreciate your responses. I'd upvote if I could but I'd really rather keep this anonymous. Thank you again. <Q> This company clearly undervalues you, or they believe they have you over a barrel, and can pay you whatever they want. <S> So the first thing you need to do is start interviewing. <S> Get a job offer for > 35K. <S> Then go to them and ask for 40K. <S> What you should understand, however, is that the second you ask for more money you're painting a target on your back. <S> If they don't give it to you yet <S> you stick around <S> they'll know that you're probably going to leave soon, and start planning to replace you. <S> If they do give you that substantial raise in order to keep you working for them they may resent that you forced their hand, and start planning to replace you ASAP (because you're costing them as much as two fresh employees). <A> First, if a recruiter says you can get 30k, then you can get 40k. <S> (Edit for clarification: this means if they are talking about 30k in the market generally -- not if they are discussing only one particular job) <S> Second, the best way to negotiate is to have other options. <S> The people who get the best pay raises go into their pay negotiation with another job already lined up. <S> You can be polite for sure, but this isn't going to come across as "polite" no matter which way you ask for a raise. <S> Even if you are very polite, it will still feel tricky. <S> To some extent your goals of keeping your boss comfortable and asking for a significant pay raise are conflicting. <A> What do I need to do to accelerate the next few raises?" <S> That may not bring you up as much as you want, and may not do it quickly. <S> But it's polite. <S> If the difference was only a few percent it might even be enough. <A> I second going to them only after you have an offer in your hand for your desired range. <S> In my experience, talking directly to them, no matter how politely, will only end in frustration for several reasons. <S> To name only a few reasons: You'll set yourself up for more disappointment <S> You'll engage in future discussions which will highlight why they can't pay more <S> You may become a target, if so, its not likely that you'll know. <S> You'll find out after the position has been approved and several interviews have taken place. <S> They'll find opportunity to re-work your job description, potentially including your peers as well, in order to get more from you FOR FREE. <S> These are some big ones, but there are others as well. <S> Interview <S> like there's no tomorrow and go in there with something in writing <S> , then let the cards fall where they may. <S> EDIT: I'm tailoring this to your exact situation - <S> In most cases you can talk shop and get 1$/hr raise. <S> This sounds like the precedent has been set that you'll go above and beyond and accept any pay rate. <S> It's hard to resist going in and complaining, but you need evidence that you can and likely will leave for competitive compensation. <A> If your workplace has a formal system for pay bands based on job duties, asking to have your job duties re-evaluated by HR can also work (generally only in large organizations though). <S> You are not likely to get 25% in any event because they don't have that in the budget. <S> If you feel you really need that much, then you will likely need to find another employer.	Make a case for the additional duties you have taken on and why that makes you more valuable and ask for a promotion with a raise. If I were in your shoes I would simply get a new job. The polite way is "hey, it looks like I'm getting paid below industry average for my jon.
Getting out of questionable tasks that are not part of my job I work as a designer/front end developer for a small software company, and the CEO is currently acting the role of the only sales person. Lately I've been asked to create e-mail campaigns for various marketing reasons, which is fairly easy to do. However, I have gotten caught up in an unending cycle of "spammy" email lists that get the campaign system blocked. I've tried to explain that I need to be provided with cleaned email lists, but the CEO just gets frustrated and expects me to somehow force them through. At this point, after being locked out of the 2nd email campaign account, I feel strongly that I need to back out of this task. The list would need to be cleaned by someone who knows which people/companies we still have relations to, but that is clearly not going to happen. The CEO often leaves it to the last minute, and gets mad when it doesn't get sent out on time, blaming either me or the email system. I'm frustrated at being forced to spend so much time sending spam, and have no ability or desire to continue doing the company email campaigns, but I don't know how to back out. Basically, since the CEO fails to understand that I cannot work with his lists, I really just want to get out of it entirely and back to doing my other work. The problem is, I have already admitted and proved that I know how to do email campaigns, so I can't think of how to get out in a polite way, or if it is even possible <Q> Nearly every job description that I have seen includes a phrase similar to "other duties as assigned" . <S> That means that pretty much anything that your boss asks you to do that isn't illegal, unethical, or immoral is part of your job. <S> That said, one way out of your mailing-list-hell would be to give it to someone whose primary job description is closer to including "sending out mass emails". <S> In another question , you mention a marketing company that your company is working with. <S> Perhaps you could find a way to have the mass-email task included in their responsibilities. <S> Or, if there's another employee at your company with "marketing" or "assistant" in their title, you could offer to train that person how to do email campaigns. <A> the CEO is currently acting the role of the only sales person <S> It sounds like your boss is wearing multiple hats, which probably means other people in the company are as well. <S> Hopefully it's temporary, but it sounds like he's really counting on everyone to give 110% to keep the ship running. <S> I wouldn't expect it to go well. <S> If you're interested in doing your boss and the company a solid try thinking of this as your problem. <S> Instead of saying someone needs to clean the list, ask "Who can I pair up with to clean this list?". <S> I've gotten ahead by flipping my attitude on stuff <S> I didn't want to do. <S> I'm in software so instead of saying "The framework doesn't do that", I respond with " <S> In order for us to do this here are our options, this is how long it's going to take, and we need these resources in order to do it effectively." <A> On the general question: Especially in a small company, employees must often do things that are outside of their areas of expertise. <S> The worst thing you can do for the company and for your own long-term prospects is to refuse to do work that you consider outside your area or beneath your dignity. <S> When I've been in management positions, I've found nothing more frustrating than employees who say, "That's not MY job". <S> If there was someone else whose job it obviously was, I'd be giving it to them. <S> I'm giving it to you because you're the best person I can think of to do this job, whether in terms of skill, availability, whatever. <S> Maybe we don't have anyone truly qualified to do this job, but you're our best hope. <S> Or you're sitting around with nothing important to do while everyone else is running around like crazy trying to keep up. <S> On the specific issue: I'm not entirely clear what the problem is from your description. <S> I suppose if you could state exactly what's wrong, then you'd know how to fix it <S> and you'd do so. <S> But okay, you can't get these email lists to work. <S> I'd go to the boss and explain the problem to him as best I can. <S> Then I'd discuss possible solutions. <S> Whether those solutions are "get better lists from wherever we're getting these lists", "I need to spend 2 weeks (or 2 days or 2 months or whatever it is) cleaning up the lists", or "I have no idea how to do this <S> and we either need to get someone who does or give me time to research how to do this right", or whatever. <S> If the boss demands that you do a job with inadequate resources, that's a different problem. <A> You have three options. <S> Just tell your boss <S> you don't know how to clean the lists <S> so don't want to do the task. <S> Find out how to clean the lists. <S> Just keep spamming, when the account gets blocked open a new one and continue.	If you're not interested in doing this extra work that is out of the scope of the position you were hired for then I'd bring it up with your boss.
Job offer - should I be concerned about lower salary + higher bonus than discussed? I'm a long-time freelancer, about to convert in a contract-to-hire scenario. Salary talks went as follows: Company offers $X salary I counter with $X + $5k Company offers $X + $5k "with bonus included" I gave my preliminary (unofficial) acceptance, and when I received the official offer letter, it listed a salary of $X - $3k with bonus of $8k (so, same total, but more heavily skewed toward the bonus). (I came by the position via a recruitment agency, so my best guess is that this is an attempt on the company's part to reduce the agency fee they'll pay for me.) My primary worry is that I know bonuses aren't necessarily static from year to year - so this effectively lowers my "guaranteed" take-home. Of somewhat less concern, it would be nice to have a higher "previous salary" number to take into salary negotiations for hypothetical future jobs. Is it worth raising this issue and trying to redress before I formally accept the offer? Or are my concerns about these potential issues overblown? <Q> My biggest concern would be that the place that you're going to work seems to think it's ok to renege on an offer made. <S> Unless you have misunderstood the offer made, either the company has gone back on their word, or your recruiter has. <S> Companies are formed of people. <S> If the people in the company feel that it's all right to go back on their word, then you have to decide whether you want to work with people whose integrity can't be trusted. <S> That goes for both the recruiter and the company. <S> I can't tell you what I think you should do, because I don't know your personal situation. <S> But I, personally, would try to figure out who is trying to back out of the deal, the recruiter or the company. <S> Then I would either never work with the recruiter again or turn down the offer and any subsequent offers from the company. <S> I can't see my way to working for people whose word can't be trusted. <A> Is it worth raising this issue and trying to redress before I formally accept the offer? <S> The "worth" of raising this issue is something only you can decide. <S> Reducing the base and increasing the bonus increases the risk that you won't end up with $X + $5k at the end of the year. <S> You have to hit 100% of your proposed bonus to make this possible. <S> If it were up to me, I'd want to find out how the bonuses are calculated. <S> In some shops you are completely in control of your bonus. <S> The payout is based solely on your individual performance. <S> But in many other companies, the bonus is based partly on individual performance, partly on team performance, and partly on company performance. <S> That means your bonus depends in part on things that are likely completely out of your control. <S> I'd want to discuss that with the hiring manager, and hear how that worked out over the past few years, before I made my decision. <S> In a few companies where I have worked, it was possible to attain more than 100% of your bonus. <S> If it were me, I'd want to ask about that, and about how often that has actually happened in recent year. <S> That could tip the balance of "worth". <S> You need to consider how confident you are in your own abilities, and thus your ability to hit your bonus targets. <S> You may also want to consider (assuming bonuses are only paid annually) if getting paid $X - $3k spread out over each paycheck is workable for you, or if your cashflow needs really require $X. <S> So you get to decide if it's "worth" <S> raising the issue before you formally accept the offer or not. <S> But if you do decide it's worth raising, I hope I've given you a few things to consider. <A> First, you say "My primary worry is that I know bonuses aren't necessarily static from year to year". <S> Are you sure? <S> Different companies structure bonuses differently. <S> At some companies, unless layoffs are happening, the bonus is guaranteed and unrelated to performance (i.e. they cut the bonus instead of more staff). <S> In some places I know, bonuses are automatic and unrelated to the budget or performance; employment is tied to performance and thus they save the bonus when they fire any under-performing workers. <S> Assuming the bonus is somewhat arbitrary and there is a human you can have a dialog with, express this concern (that you prefer a more static salary) and ask for X plus 5K bonus. <S> Assuming <S> X >> <S> 3 <S> , they should agree to this <S> and I'd worry about a company (and the bonus structure) if they don't. <S> Second, you say "it would be nice to have a higher 'previous salary' number to take into salary negotiations for hypothetical future jobs." <S> Unless $X is small, 3K wouldn't affect this. <S> One rounds numbers or gives ranges.	Ask them more details on the bonus structure and how bonuses are awarded. You basically got a counter-offer that came out differently than you expected.
How to encourage my coworker to speak one at a time during discussion? I am a team leader and I have several members, most of the time when I have something to discuss to my members they tend to speak while I'm speaking and because of that our discussion becomes long. Example: Me: I notice that there is a bug on the previous function that ..... Him: Oh, I notice that too and it seems appropriate to fix that ASAP. Me: Yes, but we need to add it to the bug database first and ... Him: Oh, one more thing I notice that ... etc. The point is that, instead of talking to so many issues at once I want to encourage my members to just listen first and deal with the problems one at a time. I've already tell them that we should discuss things one by one but I can't see any improvement at all. Edit: Those conversation are just small talk or a discussion that should be quick but oftentimes it leads to longer conversations because of that attitude. Edit: I am much more interested in answers on dealing a one on one conversion so this question seems not a duplicate. <Q> Usually if I'm running a meeting I call out whoever I want to speak and don't let anyone interrupt. <S> It's as simple as saying. <S> "Hang on a minute guys, let John finish, you'll all get your chance." <S> Then when he's finished ask if anyone else has input on the subject and give them their due attention. <A> Type down an agenda for the meeting; it'll take more time invested in meeting preparation but if you give out an agenda of how the meeting will unfold you're already promoting order and letting them know what the order of the topics will be. <S> At the end of your meeting you could have a "Last thoughts/remarks" for an open discussion moment. <S> Also you can tell your team that while going through the agenda and discussing the corresponding topic only one member can talk at a time and then at the end you can have a 2 or 3 min open discussion about the topic. <S> You could do this too: <S> Pick a member of your team to express his ideas/concerns, whoever it is, he is the first, and then just go to the one on his right. <S> You can always pick someone different, this will also encourage your members to have their mind set and ready to go a couple of minutes before the meeting, since they don't know who will go first. <A> You need a conch shell . <S> Team members take turns speaking, sometimes passing along a token to indicate the current person allowed to speak The small talk is revealing that your team is eager to speak about some of these issues. <S> Embrace it, it's a great thing--harness that energy. <S> If you're not using agile development already, you can start an informal process. <S> Early every morning, ask everyone to state what they did yesterday, where they got stuck (if at all), and what they intend on doing today. <S> Call everyone in turn, and bring the conversation patiently back to the person you've given the floor. <S> It is part of the normal stand up meeting in the agile to enforce that [t]eam members take turns speaking, sometimes passing along a token to indicate the current person allowed to speak <S> if you can, move to a formal agile meeting process. <S> If done right and adapted to your team, it will capture that energy in the ad-hoc conversations and move it directly into code improvements. <A> You need to cut the speaker off and let them know that if they would let you finish, their question/concern may get addressed. <S> Another technique is to stop them and let them know this isn't a debate or a discussion, you just need to convey some information at the moment and that there will be a time/place to make these points. <S> I know this may sound rude, but when someone keeps cutting you off and you have a job to do, you can't keep letting them get away with this. <S> You're probably working with intelligent people who are paid to make suggestions (hopefully in their areas of expertise) and you want to encourage this, but that doesn't mean they get to do it when it suits them and constantly interrupt you. <S> If this doesn't work, you need to pull this person into a private meeting and explain the problem and how it is making communication difficult. <S> Rarely is there anything in a job description that is conducive to making your supervisor's job more difficult than necessary.	You're the team lead, just cut in to the conversation and ask for one to make his point politely.
Prudent to Apply for Same Position/Different Departments at Same Company? Basically within the same company there are two positions: Coordinator in department XCoordinator in department Y Same position w/ the same exact duties, different department. Is there any adverse effect to applying for both concurrently? <Q> Good question with no straightforward answer. <S> I have worked in companies where the view on that would be by applying for both you are showing a lack of focus on where you want to be and are wishy-washy. <S> Other companies have no problem with you applying for both... <S> some will even forward the resume/application so that both areas have the opportunity to see it. <S> If possible you should try and speak with either an HR person at the company or, if possible, with the hiring managers. <S> This may allow you not only to figure out whether it's acceptable to apply for both <S> but it may give you insight into whether both positions are identical in reality. <S> It may be that you end up being interested in one more than the other and decide that is the only one you want to apply for. <S> If you are applying internally you could ask people you work with (even your current Mgr if they are OK with their people moving around/up) or HR and see what how the culture views this. <S> Often times it is simply a personal opinion and not an accepted practice. <S> I have seen a Director reject a resume for a college intern because she put down reading as a hobby. <S> His view was that reading is a solitary activity and therefore they likely wouldn't be a good 'team player'. <S> He was a good Director, that was his personal view but he made the final decision. <A> Is there any adverse effect to applying for both concurrently? <S> But otherwise it's perfectly fine. <A> If the company is large enough the HR chain, the hiring manager, and the people involved in the interview will be completely different. <S> Even if they are both being advertised at the same time, they could be on completely different schedules for filling their position. <S> One could fill it in a week, the other could take 3 months. <S> The different departments could have slightly different work locations, which could mean that the pool of candidates for what seem to be identical jobs could have few overlaps. <S> If one department makes you an offer, they will ask that you remove yourself from consideration for other job in the company. <S> They don't want to be bidding against themselves. <S> For many companies it is far easier to apply for the 2nd, 3rd or 4th opening because you have already completed the hard parts of uploading the information from your resume into their overly complex application webpage. <S> This ease of being able to apply to multiple positions encourages you to do so.	No there isn't, if the specific workplace doesn't want you applying for both, they will likely inform you.
Does being an entrepreneur reduce my employability? I'm a CEO of an ecommerce startup. I'm currently networking with fellow entrepreneurs and people who are related to the industry around the country. As this is a startup, I'm not sure if this would fail or succeed. If this fails, I might want to become an employee, for a short period at least. Does being an entrepreneur reduce my future employability? <Q> Does being an entrepreneur reduces the employability.? <S> I find that it does, working for yourself has many benefits and a bunch of headaches. <S> But in terms of applying for jobs many interviewers don't like it. <S> Entrepreneurs tend to be unknown entities. <S> You don't know how they performed on their last job, because any reference from their company is suspect. <S> They were the boss. <S> You also don't know if they'll have another great idea and leave you in a short period, or whether they will not only leave you but take some clients with them. <S> There's many other factors as well. <S> Preference is normally given to those in the workforce who have proven track records and less ambition. <S> Depending of course on the interviewer and the position. <S> Personally I wouldn't pick the entrepreneur all else being equal, despite being one myself. <S> In one other scenario being an entrepreneur can be an big advantage. <S> I get unsolicited permanent job offers fairly frequently from clients and their networks, because I'm reasonably well known, and I know quite a few small entrepeneurs who have ended up working for their clients full time. <S> In this scenario they negotiated from a stronger position than an unknown. <A> Does being an entrepreneur reduces the employability? <S> It depends. <S> Which employee job would you likely pursue if this start-up fails? <S> Examples: Would you apply for a developer position? <S> If you coded big parts of your eCommerce website or devised the architecture then you would be very employable. <S> If neither, then employers might wonder how you made a difference. <S> Would you apply for a business position? <S> If you can demonstrate revenue and/or earnings growth (even if it was neither sufficient nor sustainable), then you will be very employable. <S> If neither, then employers might wonder how you made a difference. <A> I hope your adventure succeeds. <S> I do not think that it matters. <S> Perhaps the references may be problematic. <S> But this is true for people taking time out for family/health commitments. <S> But think of the benefits you can bring to a job in the event of not being a boss <S> Self motivated Good at organization <S> Drive and ambition Have multiple talents (marketing, bookeeping along with the specialisation you are selling). <S> Presentation skills. <S> All those soft skills that you had to employ <A> For the benefit of completion, some arguments on how employability could be reduced: You will not fit in a specific box, which might be problematic for some companies (X years of experience doing Y). <S> You were not doing X full time <S> so it doesn't fit how they view the world. <S> Focused on result vs not stirring the waters and the political/bureaucratic aspects of a business. <S> In many companies respecting the hierarchy is more important even than serving customers. <S> By being on the trench every day you are used to operate differently. <S> Again where to fit in corporate hierarchies <S> : are you a manager? <S> You might have taken managerial decisions but only for very few people, a technical person? <S> No you have also managed. <S> I have found myself being in interview situations where the interviewer was trying to map myself to the org chart of the organization. <S> My take is that your experience does not increase or reduce employability, it changes it: for some places you will be more employable for some others less. <A> This depends strongly on the culture in the place where you look for jobs, and on the actual job you're applying for. <S> In some cultures the failure of the start up is more important than the experience the startup provided, and in some cultures it's the other way around. <S> If you're applying for a position with a high degree of freedom, knowing the entirety of a business is clearly a positive. <S> If you're applying for a position that places an emphasis on following orders, knowing that you haven't had to follow orders for a while is clearly a negative. <S> Instead of becoming an employee for a shorter period at least , I'd personally look into contracting, as that's much easier to sell with a self-employed background.	There are a lot of positives to employing an entrepreneur. Do not focus on the negatives.
Is it common to drop the pronoun "I" in resume? There are recommendations to write your achievements without using "I". At first, I wrote my resume as: "Have created ..." "Was responsible for ..." "Created something ..." Now I heard that people don't use this style. These are my questions: Is it common to drop the pronoun "I" from resume? How can I drop it in the perfect tense and continuous tense? Does this sentence "I bought potato and cooked it" work as well as "I have cooked potato"? Cooking food doesn't guarantee result, and I understand there is a perfect tense to express this. As an alternative, is it correct to mix sentences as below? "I have created ..." "Created something ..." "Collaborated with ... " "I was responsible for ..." <Q> The style used in resumes is more complicated than just dropping the "I" from the sentences. <S> It's not a mechanical transformation like that; it's something more subtle that can be a challenge to explain to a non-native writer of English. <S> Start by writing the resume in complete sentences. <S> Next, look for content-free phrases. <S> For example "I am responsible for writing <S> x" is "I write x", isn't it? <S> You want action-y verbs like write , manage , create more than am , for example. <S> Third, pick a tense - most people use past tense for jobs they have left and present tense for the job they hold at the moment. <S> Fourth, once you have a consistent and compact set of sentences, if the sentence or clause starts with I, which it probably does, just start with the verb. <S> Buy and cook food, choose vendors, design menus, collaborate with owners to plan the year <S> Don't leave out "I" or "me" if they don't start the sentence. <S> Buy and cook food. <S> Owners rely on me when they are away - one week in 4. <S> Notice <S> there is more "telegraph-style" happening here - <S> the word "the" is being left out as well as " <S> I". <S> It's a good idea to have a native speaker look it over for you to be sure you're leaving out the right words. <A> Your resume should focus on your achievements. <S> Hiring managers and technical leads can interview only a limited number of candidates. <S> Your resume should convince them to invite you to an interview. <S> The style and grammar are important, but they are just a means to achieve the goal, not the goal by itself. <S> Quantifiable achievements enrich a resume more than a perfectly grammatical sentence. <S> Your hypothetical example would look better as: <S> Bought 10 kg potatoes, cooked them in 3 hours, which was served to 50 people. <S> Don't exaggerate the numbers to make your resume look good, however. <S> "I worked on this. <S> ", "I was responsible for that.", etc. <S> don't sound impressive because they just tell that the candidate did the work assigned to him, which is the minimum expectation. <S> Perfect grammar or absence of "I" doesn't matter. <S> Nonetheless, the "I" in the resume is redundant because the reader already knows it is your resume, so drop it entirely. <S> However, if your resume is otherwise impressive, no sane hiring manager will discard your resume just because of the "I". <S> That said though, avoid spelling and punctuation mistakes because being sloppy about your resume doesn't leave a good impression. <A> Masked Man's answer is excellent and covers the really important things here. <S> To supplement that though regarding the specifics of using "I" this seems to be an individual, possibly cultural thing, I've had discussions with others when reviewing CVs where they have commented negatively on the use of "I" suggesting that it sounds like a school kid's "what I did on my summer holiday" report, the inference being that it made then thing of the candidate as young and immature. <S> Personally I can see where they are coming from but I wouldn't consider it anywhere near significant enough for it to affect whether I progressed their application.	Get your resume proofread by someone fluent in English, preferably someone who has reviewed a lot of resumes.
Unemployed, previous employer contacts for job I understand there are a few similar questions being asked but my situation is slightly different from them as I have been unemployed and searching for work since October 2015. I worked for a company on contract for 10 months from 2014-2015 (covering a Maternity leave). I fulfilled the contract term and left the company on good terms and my employer was very happy to take me back if in future anything came up. I then had to take a break due to personal reasons for 5 months during which I was out of country. I came back and started looking out for jobs and got a few interviews where the pay was much higher than what was offered in my previous job. The interviews went well, but the employer never contacted the agency to give feedback (this was the reason given by my agency who arranged the interviews). Now, this previous employer contacted me again for another position to cover maternity leave which will start in July. Since it is February now, I said that I was not sure if I could wait till then but would be happy to take it if I don't get anything by July. So they want to meet me in couple of days and discuss. I am assuming they want to provide me with a different position till July to fill up the gap (from March-July) and then offer the maternity leave job from July on. My dilemma is whether to accept the offer or not if given or just wait and attend more interviews. I don't want to get stuck in the same position and not learn anything new. Can I ask for pay similar to that offered in other jobs? Is it reasonable to ask for a higher pay as they think taking me back would save them the hassle of training another new person. Thank you. <Q> Suppose these people stick their neck out and offer you a position at your old rate. <S> You're going to tell them that you're entitled to a lot more money than you've ever made, because you interviewed for a few jobs that paid more? <S> Suddenly you're a prima donna , and dealing with you on an everyday basis is going to be a bigger hassle in their mind than training someone new. <S> That will be another interview that you think went well, and the employer never contacted you to give feedback. <S> (Seeing a pattern here? <S> If the employer never contacted the recruiter to give feedback, maybe the interview didn't go quite as well as you believe.) <S> Next, If you liked the work you were doing, then you weren't "stuck" in the position. <S> (If you didn't like it, then don't take the interview. <S> Nobody likes to have their time wasted.) <S> If you're concerned about getting "stuck", then it would be more appropriate to say that you liked the work you were doing, and are looking forward to doing more of it, but that it's also important to you to learn new things and acquire new skills. <S> And then, ask what sort of opportunities there would be for picking up those new skills. <S> Keep in mind, too, that perhaps they decided that you were a bright guy, and they could use you on some other projects where you would pick up some new skills. <S> There are all kinds of positives about someone possibly wanting to accommodate your needs, so don't let focusing on the possible negatives sabotage your chances with this job before you even find out what it is. <S> Money happens, and opportunities to learn new things happen. <S> My personal goal as an IT contractor (with 25 years of experience as such) has always been to have people think that when they put me on a project it gets done, no matter what skill set is required. <S> With that attitude, I've wound up doing a great variety of things in my career. <S> That might work for you, too. <A> Is it reasonable to ask for a higher pay as they think taking me back would save them the hassle of training another new person. <S> Yes, you can certainly ask. <S> You're not negotiating from all that strong a position because you have been unemployed for a long time. <S> But feel your way through the interview what responsibilities etc,. <S> go with the job and ask them for more than you were getting if you sense it will go positively. <S> You're quite right, having someone who will hit the ground running is a big savings for them. <S> It depends if they realise that or not. <A> As far as negotiating goes, you are in a good position because (1) you know the job, <S> (2) they know that you did a decent job in the past or they wouldn't have contacted you, so hiring you is a safe bet, and (3) they don't need to go through some agency, so hiring you doesn't cost additional money. <S> If you worked through an agency the last time, they would have got payment as well, which the company doesn't need to pay this time. <S> In that case they can afford to pay you a higher salary even though it doesn't cost them anything. <S> So that would improve your position even more. <S> So your old salary was X and you saw positions paying Y, which is a lot more. <S> Demanding X would be stupid, demanding Y might end up with you getting nothing. <S> A job now is worth a lot more than a job in three months. <S> So you can mention that you have been trying to get Y (just with the right phrasing that you would like to get Y but might accept a bit less, and indicating that you have progressed in the last year), and you can hope for an offer closer to Y than to X. <S> If they offer nowhere near Y, you still know you played your cards right and got the maximum offer that you could get. <S> If it's not enough, you don't take the job.	Go after this job and do your best at it, and if you don't see your way to advancing, then start looking for something else a few months before the contract ends.
When to tell my boss I'm going to look for another job? I'm working in an organization that is mostly filled with university graduates. They usually stay here for a year or two and then move on to another job. I've worked here for 4 years now (since graduation) and became a somewhat important part of the "core" team that's more permanent. However I think it's time to look for a better place to work. Why do I want to leave: There are no chances for promotion. The hierarchy is very simple, there are maybe 3 tiers and I won't get any higher in any foreseeable future. The salary is decent, but I know I could be doing better and there aren't any reasonable chances to get a raise. I simply want to try something new, challenge myself in a new environment. Currently, I'm solely responsible for maintaining 2 projects and I'm responsible for 95% of development of another one. This project I'm developing is reaching a stage when it'll be released for the first time. So I thinks it'll be a good moment to look for other career options, as I'll be able to include this finished project in my CV. I have good relations with my employer and I'd like to make sure that my leaving won't cause too many problems. So when should I share my plans with my boss? Right now, when there is still a lot of time to find someone who will replace me, so I can help with introduction? In a couple of months when I'll start looking for new job? Or as late as possible, when I'll have a solid offer somewhere else? <Q> General answer: As soon as you have an offer in hand. <S> Worst case, your employment can be terminated as soon as they hear you're looking for another job, even if it makes zero sense for them to do so. <S> I have seen this, it does happen. <S> Often. <S> Quitting a job is normal, as is firing someone. <S> If people tell you quitting your job is unfair, they are abusing your kindness. <S> If they fire you try to tell them firing you is unfair and see what happens. <A> Peter certainly isn't wrong, in that it is a good general answer. <S> Its certainly the safest. <S> It doesn't happen all the time, however. <S> It really depends on your relationship with your supervisor. <S> I have seen plenty of times where an employee says they are looking for another job and the supervisor is supportive, and even times where a supervisor encourages the person to start looking elsewhere, in a positive, career growth way (I work in HR). <S> They all have had one thing in common: an type of mentor/mentee relationship. <S> They've typically been at low level positions, or at positions that are supervisory but not executive so the person would be looking for an executive role elsewhere. <S> In that time, its all about open communication about the search process and when you've got a new professional home, the department and team you're leaving is better prepared and everyone is happy. <S> I've even done it at my positions as I've gained professional skills, because the ability for growth in the organization was obvious and well known. <S> At university's, sometimes there just isn't a place in the budget to advance people. <S> If that's not your situation, I would probably personally go with Peter's answer. <A> What I would do (and have done) is to negotiate a start date that's far enough in the future that gives enough time to wrap up everything you are working on. <S> So then you can go to your boss and say "I'm leaving, but I'm giving four weeks notice <S> so we'll have time to turn over my projects". <S> Even if the work isn't finished by the time you have to leave, you've still given a good-faith effort to your employer and you shouldn't have anything to feel bad about.	I wouldn't tell them before I had a new job lined up.
Can an offer be rescinded even after both parties electronically signed a contract? This happened on May 2015 but I still have that little bug biting on my neck as it was -for me- a dream job. Early May 2015 I got an email from a software development company inviting me to apply as I was found in their records from when they visited our campus. At first I was skeptical but then I remembered I indeed left my information for them back when I was a Junior, so I applied, the recruiter called me 1 week later inviting me to take their screening examination, I accepted got my guide and started studying. Three days later I take the test(by phone with a technical recruiter) everything goes well they say I'll be contacted if everything goes well. Not even 24 hours later I get the call, it was a job offer -I was so excited, after knowing the details of the position- then they mention if my OPT (Optional Practical Training) permit is still valid, I tell them it had actually expired a couple of months ago and that if that meant not getting the job I would understand; the recruiter said that she would call back in around 3 days and asked me to research about other working permits for non-citizens(information I knew then and still know by heart) I get another call and I mention all the possibilities for work visas TN being one of them(doesn't require sponsorship) the recruiter says let me talk to my CTO and see what we can work with. Again not even 24 hours later I get the call saying we're good to go and that I should start my visa process ASAP since it was ideal to be there by the end of the month. I asked for confirmation about the permit and I was told for a second time that yes everything was good to go and I got my welcome letter, and my contract that same day, I sign it so does the recruiter. We say our see you later and let us know when your visa is ready. By that time I had 3 offers here in Mexico(since I had to come back) I respectfully rejected all 3 of them since I had an offer to work in the U.S. I proceed to make the payment of 160 USD for my visa process that same day, which is non-refundable. The following day I get an email from the recruiter saying that they were sorry but they had to rescind the offer cause they're not really sure if they can actually work with that visa I suggested. Issue I addressed 2 times before signing the contract, and both times they told me I was good to go. I asked for a phone chat but the recruiter avoided me for the following week, under the reasons that "there was a recruiting event somewhere else" So I ended up with no job and wasted 160 USD and that made me feel so frustrated, so bitter. I still have all the emails and the contract(I know I shouldn't hold that type of grudge, but it was one of the worst experiences in my life) Was it correct -in any level(morally, ethically, legally)- from the company to do this? Even after I addressed the situation more than one time? I read Are there circumstances where a company could rescind a job even after I accept their offer letter? and How frequently are offers rescinded after signing but I couldn't make an answer for my case out of these two questions. PS I was an international student, the OPT is a permit you get after graduating so you can stay a year living as a resident. PS2 I am not planning to sue the company for something that happened last year, I am a very un-experienced professional. I wanted to see/know the point of view from more experienced professionals. <Q> Is this annoying and frustrating? <S> Of course. <S> I certainly wouldn't be happy if I was in your position. <S> Is it illegal? <S> You'd have to check with a lawyer on that. <S> My guess is no. <S> I don't know how all the visa work, but if the company thought that you couldn't legally work there, they could get in legal trouble if they hired you, it's not surprising that they would back out. <S> If there was confusion about whether you could legally work there, I think the company would have grounds to rescind an offer. <S> (And likewise, you can quit whenever you want. <S> It works both ways.) <S> So even if there was some law that said they couldn't rescind the offer, they could let you move to the U.S., work one day, and then fire you. <S> That would surely be even more inconvenient for you. <S> Yes, it sucks, but I don't think there's anything you can do about it. <S> Best to just move on. <A> Contracts can be broken at any time. <S> Penalties and/or legal proceedings might follow, but they always can be broken. <S> If you make it through all your adult life without encountering any breach of contract, I think it's safe to say your life is unusual. <S> In order to follow up on the penalties and legal proceedings part, you will need to consult a lawyer. <S> Especially in the US the employer can usually fire you with very little notice, so the best you could get is the money you would have earned during your notice period, which is probably about 2 weeks salary, minus the cost of the lawyer. <S> That is unless the contract specified conditions that allowed them to terminate the offer, in which case you can get zero, minus the cost of the lawyer. <S> Also, if you paid these $160 to the recruiter, or to an entity suggested by them, then there never was a job <S> and you've been scammed. <A> I get an email from the recruiter saying that they were sorry <S> but they had to rescind the offer cause they're not really sure if they can actually work with that visa I suggested. <S> This is actually pretty common in the US. <S> A hiring manager ask HR, who, incorrectly, says a the company can sponsor visa. <S> You get all the way through, get an offer from the hiring manager, then HR realizes thats against company policy and revokes it. <S> Its almost certainly not illegal - companies in the US are generally allowed to change employment terms at will. <S> Most states in the U.S. are whats called "at will" states, meaning they can change your salary or fire you on the first day, and its completely legal.	In the U.S., unless you have a contract that says otherwise, a company can generally fire you whenever they want for any reason.
Should I tell the rejected company where I accepted an offer? I applied for internships at companies A and B. Company A offered me an internship and company B offered me an interview. I decided to accept company A's offer and email company B to let them know that I was withdrawing my application due to accepting an offer elsewhere. Company B has replied to my email asking me where I accepted an offer, should I tell them? <Q> Company B has replied to my email asking me where I accepted an offer, should I tell them? <S> There's no benefit to you from informing Company B of where you will be employed. <S> While it's unlikely to have any adverse affect either, there's a small possibility that someone at Company B will try to undermine your acceptance (call company A and say bad things about you, for example). <S> I personally don't know a case where that has actually happened, but I've heard stories. <S> There's probably nothing nefarious going on here. <S> Company B probably just wants to stay in touch. <S> But after you are happily settled in your new position, you could reach out and contact them if you choose, with no risk. <S> That's what I've always done in similar circumstances. <A> Company B has replied to my email asking me where I accepted an offer, should I tell them? <S> That's entirely up to you. <S> You have no obligation to tell them and they have no right to insist on you disclosing. <S> If they're really that curious they can wait for your LinkedIn status update to find out anyway. <S> If you think it's possible that you'll apply with them again at some point in the future then it can be beneficial to inform them, but not all hiring managers or HR staff will remember that kindness or still be around if you apply again. <S> If I had established great rapport with the hiring manager at Company A and seriously considered their offer then I would be honest about my reasons for rejecting it. <S> As an anecdote, I was once in the running with 4 companies: <S> One manager was grateful for my update <S> when I mailed them to withdraw from their process and wished me all the best <S> One asked for my reasons when I called them to reject their offer. <S> I quickly explained, he was very understanding and appreciated the information (so they knew their offer was competitive) and wished me all the best One called me back with a tone of shock and dismay and accused me of dishonesty and leading them on after I rejected their offer. <S> Joe mentions the potential risk that Company A might try to sabotage your offer at Company B but no professionally-run company will do that just as they wouldn't give any thought to such bizarre attempts at character assassination. <A> Ask someone at Company A for their advice. <S> It may be common in this particular industry for HR departments to track where and why're they're losing intern candidates. <S> This way, your company knows that the other company (B) also wanted to hire you and anything negative they could say about you would make them look foolish.	For now, I think just letting Company B know you have accepted another offer, thanking them for their time, and wishing them continued success is the most prudent course of action. I didn't tell them anything and won't be applying with them ever again.
In Australia, when a recruiter offers to talk to a company for you, would it give you better chances of landing the job? I am in touch with a recruiter and I appreciate his work. I was asked what other companies I have applied and I named one that I liked but have not listed themselves (as far as I know) as actively searching. If he offered to talk to them for me, would it give me better chances? Or should I leave the actively searching companies to recruiters and apply directly to the passive ones? <Q> Short answer: <S> No, it will make no difference at all. <S> I am Australian and I use recruitment agents regularly. <S> In fact, many companies who choose to advertise themselves specifically state on their job advertisements for "no agents". <S> This is to prevent them having to pay a commission to an agent. <S> If the company has not advertised any jobs, then there aren't any there and the agent talking on your behalf will still have no effect. <S> The reason the recruitment agent is offering to do this is to simply earn the commission for placing you in a role. <S> The best thing you can do is to keep going through SEEK each day, look for job advertisements that you are qualified for and to apply. <S> Some will be advertised through agencies, some won't. <S> But cold calling companies, either directly or through an agency will not magically make a job appear. <A> I think approaching a company directly will likely give you more chance of landing the job. <S> It shows that you would like to work for them and have taken the time to be proactive about applying. <S> They will also avoid having to pay (the often hefty) recruitment fees! <S> A recruiter may be able to sell your skills to get you an interview but is unlikely to have too much influence on the end decision. <A> Some famous individuals in my industry have described recruitment agencies as a "man in the middle attack" - in that their goals may be entirely unrelated to yours. <S> As an employer, I prefer to speak to individuals - partly because I know I will save 20 - 40% on hiring, but also because it shows a little initiative from the individual, and while I do have a few agencies retained, that is purely because they potentially have a wider pool of candidates than me. <S> But when I do use an agency - I expect them to be very strict and only pass me details for very strong candidates. <S> Too many that don't fit, and the agency ends up not being on my supplier list any more. <A> Actually - I think some other answers have missed an important point in your question (they seem to be assuming you have already applied with the company in question): I named one that I liked but have not listed themselves (as far as I know) as actively searching <S> It may be that they have put a recruiter call out or he has a relationship with the company, so he may know there is a job there waiting or they might still interview you if he recommends you. <S> So, in this case, I would let the recruiter forward your details - it will have at least the same chance as you directly communicating with the organisation and, if he does have insider knowledge, would end up being a better chance.	However, if a job is advertised directly, then an agent will have no effect on your chances.
How do I address both being overqualified, and unable to perform at past levels? I have been working in IT for over 20 years now, and had another career before that. My problem is that I don't want, and can't take the stress of the positions I am qualified for. The stress will literally kill me. I can handle lower stress/responsibility positions with no problem at all, but I keep getting hit with "Aren't you overqualified". Of course, they want to know why someone who could command a much higher salary seems to be "settling" for their company and position. I know this sets off one of two red flags in either "What's wrong with him" or "He's just looking for a filler position" How can I handle the "over qualified" quesitons for positions I actually do want as a permanent position? Since this has been flagged, let me explain how this is different. I do not merely have to account for being overqualified but deal with the reason being that I suffered a stroke, and the stress from continuing on the level I was on would likely trigger another one. While it is illegal to ask about medical issues, it is NOT illegal to ask about being overqualified. So this question is BOTH about being overqualified AND about having medical issues which require me to take a step back in job level. <Q> The truth sounds like your friend here. <S> You're not settling, there isn't some problem that you're hiding, you're just making a work-life trade-off that makes sense for you today. <S> I've seen plenty of people that have taken a step back from the career ladder perspective to get a better quality of life. <S> It's perfectly reasonable to say something like "I enjoyed my X years as a Senior Widget Maker and <S> I learned a lot but doing that job <S> well meant that I was spending a huge amount of time focused on widget making. <S> At this point in my life, I'm really eager to move into a role where I can spend more time outside work with my family/ enjoying my hobbies/ <S> whatever floats your boat. <S> Working as a Widget Polisher here at Acme lets me leverage <S> all the widget making skills I've built up while giving me the freedom to leave widget making in the office at the end of the day." <A> I can handle lower stress/responsibility positions with no problem at all, but I keep getting hit with "Aren't you overqualified". <S> How can I handle the "over qualified" questions for positions I actually do want as a permanent position? <S> That way, you'll get feedback as to if this lower-level position is indeed lower-stress, or just lower-pay. <S> In which case you'll need to look elsewhere. <S> If you don't tell them the real issue, they can't help you, and will suspect your motives. <S> While it is illegal to ask about medical issues, it is NOT illegal to ask about being overqualified. <S> It's not illegal for an interviewer to discuss your medical condition with you, if you tell them about it. <A> Some comments have mentioned that you should not disclose your medical information with your employer or interviewer, so I will be answering with that in mind. <S> How can I handle the "over qualified" questions for positions I actually do want as a permanent position? <S> Explain to them that you have a medical issue that can be triggered by stress, which is why you decided to leave your senior position. <S> Keep it generic and don't reveal more than you have to. <S> This avoids the possibility of them thinking that you have burned out and not hiring you because you might be more of a liability to them. <S> The interviewer doesn't want to hire someone who is overqualified that just sits around doing nothing in the name of a better work/life balance. <S> You should be convincing the interviewer that you will perform to the best of your ability even in this "lesser" position, and that you're not going to be using this position as a filler position.	You simply tell them the truth about your medical condition forcing you to look for a lower-stress position.
How can I politely reply when I made a mistake because of my bad assumption? I am a Software Engineer. Today, I received a mail from my senior with my boss in cc, stating that I have made a mistake in some work done a long time ago. It is effected and found on my Project Production now. They gave me some serious warnings in the mail. Now, I should reply to them, recognizing my mistake but I want to minimize it so that it doesn't affect me too badly. How can this be done? <Q> Explain the reasons of your mistake Explain how to fix it <S> Explain what you should have done to avoid it <S> You want to show that you learned from this error. <A> This happened to me, and what I did was this. <S> Apologized for what I did wrong. <S> (Acknowledges the mistake) <S> Describe the mistake I made and where where I went wrong. <S> (shows you understand the mistake) <S> Describe what I should have done(Shows that you have learned from your mistake) <S> Describe how I would ensure that it would not happen again <S> (shows you're committed) always take that approach. <A> Just send back a short reply along the lines of 'Noted' and leave it at that, don't make it any bigger than it already is. <S> You can't turn back time, all you can do is move forwards.	First, you should apologize as it is your mistake. If your code reviewed by your boss or another employee but the mistake was not seen, you can minimize the error visibility but do not share explicitly the blame.
What are effective methods to push back on salary for a promotion to an exempt position when you have some leverage? I've been working in my current job for 7 months now, as a call center employee. My title has been "Team Lead". I've spent the majority of that time designing, deploying, and maintaining reports, dashboards, and productivity tools for our 100+ person team. I spend 8 hours a day programming. My employer has decided to have me try and adapt my tools to work with other teams within the company and wants to promote me to a position to do so. They have not divulged the pay yet, but my PM has let me know that they are going to try and low-ball me into something less than $30k/y. I have some leverage. One of my tools is heavily used by the companies workforce team to the point where they rely on it. And my dashboards and reporting is a required part of day to day activities for the operations team for our largest client. This is a VERY cheap company, they pay their supervisors $28k/y and their program managers $50k/y. They put anyone that earns over $11.50/h into exempt positions if they can get away with it, so there is no getting around that part. I want to put my foot down at $35k. What are some effective methods to push back on the salary when I know I have some leverage? Note: I understand that an exempt position for such a low wage is me being taken advantage of. I enjoy my work, and I need to get good experience on my resume. Edit: Current salary is $23k, but I am hourly. Edit: Company made offer, then rescinded it, no negotiations were made. <Q> I want to put my foot down at $35k. <S> What are some effective methods to push back on the salary when I know I have some leverage? <S> First, wait until you are actually offered a promotion and an associated salary. <S> You would look foolish if you did something without that offer. <S> Then, if you still feel the promotion and raise (and additional benefits?) aren't what you feel you deserve, you can act. <S> You could talk about why you think you should get a raise of over 50%. <S> You should talk about value to the company, rather than trying to hold your existing work hostage. <S> Then, you'll find out how much leverage you actually have. <S> If this company is a cheap as you think, you probably have no leverage at all. <S> You've only been there for 7 months - I assume the company existed before you got there. <S> Be aware that we often think we are more invaluable than we really are. <S> While I'm sure your current work is important, a company can always find someone else to do the work. <S> It might be painful in the short run, but it's always possible. <S> Also be aware that the promotion may have more long-term value for you than the raise. <S> If this company is really very cheap, you should think about your exit strategy. <S> Looking for a new development job with a promotion under your belt and a title more befitting a developer than "Call Center Team Lead" may be far more lucrative in the long run than the $5k you are planning to hold out for. <S> Consider negotiating with that in mind instead of trying to "leverage" a few tools and reports you maintain. <A> It sounds like this place is a dog and a horrible long term investment--so focus on what you can get out of them before you leave. <S> Focus on what do you need for your next job, so you don't repeat the mistake of winding up in a call center with a non-developer salary. <S> Firstly, a developer title and clear developer responsibilities reporting through a development hierarchy will give you a much better resume. <S> Get that, regardless. <S> If not this place, then somewhere else, even as a junior developer. <S> Secondly, focus your work on the tools and processes <S> you need to succeed. <S> Look at the jobs you'd like to have and do those things. <S> It might not be the shortest path to success for your current employer--but consider what your new employer will want. <S> Thirdly, get involved in the communities around those tools and processes. <S> Lastly, worry about salary at your current job. <S> You should only expect to move up so much in salary between jobs, so everything you get will multiply into your new position. <S> If you ask for too much, they'll detract you from your other goals, which will kill your ability to pull in some real money. <S> The real question isn't "How can I get more now? <S> " It's "How can I quadruple my salary in the next 5 years. <S> " It won't be where you are. <A> Many companies have created some rules based on generalizing past experiences or they just don't know what they're doing. <S> In your case, they feel they are better off with low wages. <S> I know you feel you have some leverage, but they've been extremely low-balling your wages <S> and you've done nothing about it. <S> They're offering a promotion to leverage your expertise. <S> This shows they recognize your skills, but that doesn't mean they properly value them. <S> So now, you've been with a company for only 7 months and you want to play hardball on the salary. <S> In a comment you indicated you are willing to leave if you have to; I think there is a good chance it may come to that. <S> Some companies just put a glass ceiling on salaries and are stubborn enough to suffer the consequences. <S> There is a chance you can nudge them on salary. <S> You're going to need some numbers to show how much more efficient you can make current employees. <S> They will probably like to hear that they can grow a certain amount without hiring more people or they may even be able to let people go. <S> You have to decide if you want to be know as the person who cost other's their job. <S> Let them know that most people who are capable of doing your type of work are going to ask for more money. <S> I would mention something about why you initially took the job at a low salary because you felt you would be able to prove yourself eventually. <S> Some see this as bragging, so tread lightly. <S> Also, if they have to hire someone new, not only will they ask for the same salary as you, it will take more time for them to get up to speed. <S> Make sure there aren't some other managers that see you as a threat or don't want to change. <S> Right now, management may be willing to ignore those that oppose this strategy because they can get you cheap. <S> If you're going to ask for more money and others are going to resist/ <S> complain, they may think it is no longer worth it and leave you where you're at.	Allow your current job to commit to your first goal, then press for more salary. Get to know people working in places using these new tools.
When (if ever) is it appropriate to file a grievance about the behaviour of one the MDs in a family business? I work in a start-up family business and have for a few years. The sister of the lead\head MD (an MD herself) works part time at the business. However, she constantly makes demoralizing comments including (but not limited to) that we have the minimum level of benefits allowed by law, 'joke' to female members of staff they will be replaced if they go on maternity leave (and the tactics they'd use to make them leave), and make comments that "If I were you (employees), there's no way I'd work here". We all work incredibly hard, for little money, due to the potential present in the business. This issue has been brought to the attention of the main MD before, but nothing has happened. I have removed a lot of specifics here for the sake of anonymity, but this has gone on for a long time, and I don't think myself and my colleagues are being too sensitive or soft. So, at what point is it advisable to file an actual grievance in a family business, rather than having (another) informal chat about it? And are there any tips regarding complaining about the MD in question? <Q> In all seriousness, that would be after your CV has been updated, sent out, and been accepted by another employer. <S> There will be new policies implemented which will make things more professional but more harsh at the company and they will blame you for them. <S> While there will be no "official" retribution, you will not be happy there. <S> If it's that bad, move on, but if you want to continue to work there, NO TIME is a good time to file a grievance, especially in a family business, as it will be taken VERY personally. <A> Talk to the lead, and ask him to ask his sister to tone down the snarky comment since you have the impression that theyre hurting morale generally <S> and they're certainly annoying you. <S> However, also remember that some folks just have a cynical sense of humor and she might be shocked that anyone was taking her seriously. <S> Formal grievance is the nuclear option. <S> Try a brokered peace first. <A> So, at what point is it advisable to file an actual grievance in a family business, rather than having (another) informal chat about it? <S> The informal actions haven't resulted in an acceptable outcome <S> You are willing to bear the consequences associated with the formal action (costs, time, persistence, social impact, possible informal retaliation from coworkers and employer, etc) <S> The issue at hand is serious enough <S> Your own record is extremely clean <S> Don't ever treat the filing of a formal action casually. <S> Once you start things in motion, they are exceedingly hard to stop, and can have difficult consequences even if you succeed.	Once you file a grievance, your life will never be the same at that company. In general, you should take formal actions when Sufficient informal actions have taken place
Writing a cover letter after a attending career fair w/o hearing recruiter's full name Yesterday I attended my university's career fair and I'm now in the process of writing cover letters and applying to the companies I talked to online. For one particular company that I'm interested in, I spoke with a representative who was particularly interested in me based on my experience, resume, etc... so I really want to address her specifically in my cover letter, but I foolishly forgot to ask her for her name! She introduced herself with only her first name so I know that much, but it didn't even occur to me until after I'd left the fair that I never caught her last name. None of the handouts she gave me for the company said her name on them, they were all just general info for the company. I searched for her name online, but wasn't able to find anything at all. So I'm a little unsure on what the best approach to this would be. Right now my plan is to address the cover letter to the head of the human resources department (which I was able to find online) and then mention the recruiter by first name in the letter. Would this be a good idea, or is there a better approach? <Q> Ask for your application to be given to her. <S> You have enough information to allow the identification in the company of the recruiter. <S> Explain your situation, apologize for not asking her name, mention that you wish to continue discussing with her about your application and append resume and cover letter. <A> The career office may know the names of the company representatives who were present. <S> If not, they will know who's in charge of ghat recruiting team <S> and you can address the cover letter to that person. <A> There's two possible situations: She gave her full name, or meant to, for example by having a stack of personalized business card or her name printed on the material etc. <S> In this case you can try to find her name. <S> But in the case your mentioning, it seems to be the policy of the company not to give personal contact at the career fair. <S> Seriously, I cannot see someone attending a fair and not having a BC handy to give if they wanted to. <S> It's basic stuff, it's the main reason why BC still exists: to give at trade show/career fairs. <S> Just send your application as is. <A> You can do a little bit of legal corporate espionage. <S> If you can get the main number of the company, you can try getting her full name through the company directory. <S> You can also try calling the HR department and ask to speak to "First name", thank her for her time, and tell her that you wanted to send her a quick thank you email for all the time she spent with you. <S> Then ask her for her email address. <S> Her last name will be in the email address, as most companies have the corporate emails as John.Smith@company.com	In the cover letter, explain what interested you in the company during the exchange at the career fair, do not use her given name in the cover letter but refer to her as "the helpful recruiter".
How to speak up/voice concerns about tasks I am not an outgoing individual nor do I complain publicly or even privately when it concerns my job (probably because of the money). I am EXTREMELY quite and I am ALWAYS working. I do not like disappointing my manager(s) nor do I like failure myself. Recently though, I feel like I am crumbling away due to sheer number of pressures applied to me. For example, today I was asked for reports that normally require 2 days to construct and complete. I had a mini panic attack because I would have to drop everything (getting behind) and scramble to prepare these reports, yet I did not speak up or say anything. I just accepted the task willingly knowing it will cost me in other areas. Then, after working to the bone, I presented the reports to manager and he snapped at me for some title/heading formatting. I felt like an absolute failure and that it was all my fault, I took responsibility for everything and stated I was sorry and that it will not happen again. How do you approach such a situation? Was I at fault? How would I have fixed it/should've respond? How do you ask your manager to change deadlines? How do you deal with a manager who seems to be displeased with you and has not given any training or feedback? How do you talk to your manager? What are the strategies to keep everyone happy? Do you even speak up or just suck-it-up and move on? I've never acquired a good relationship with any of my managers (they have all either quit or been fired). NOTE, I have only been at my current position for a month. Thanks, <Q> There are two basic questions here: <S> How should I react when I am criticised for a mistake? <S> Accept responsibility for your mistake, discuss it, if required, to ensure you know <S> exactly <S> what you did wrong <S> so you can avoid making the same mistake again, apologise and move on. <S> Mistakes happen. <S> If you are genuinely unfairly criticised for a mistake then handling that is a separate question. <S> How should I deal with the imposition of conflicting or unattainable work priorities? <S> This happens all the time in the workplace environment. <S> When someone gives you a job to do, your first question should always be "When do you need this done by?". <S> Once you know when it needs to be done by you should know whether you can deliver it in that timescale, or if delivering it in that timescale means something else will suffer. <S> In the first instance you should immediately say "I don't think I can complete this task by [that date/time] because [your reasons]". <S> You will be expected to follow up immediately with an estimate by when you reasonably think you could complete it. <S> Do not avoid that last step- <S> if you do your entire position will not have credibility to the person giving you the task. <S> E.g. respond with "I can't complete it by then because it will take more time than that, but I could complete it by [some time] assuming all goes well <S> and I am not given other work to do that conflicts with this requirement". <S> If accepting the work in that timescale means other pre-existing work or plans will suffer you should say "I could achieve that [assuming you could], but it would mean that [some other work would get delayed or some other negative consequence]. <S> In the light of that, do you still want me to proceed?" <S> - This has the effect of shifting the responsibility for the delays or consequences away from you and on to the person that has actually caused the problem. <A> If you were really snapped at for something that requires only a few minutes additional effort to fix -- unless you really should have known the formatting convention and were conspicuously sloppy -- that's your manager's error, and you should find some time when there isn't a crisis to say something like <S> "I understand you were stressed out by that deadline too, but it felt like you were shouting at me; is there any way we could tone it down a bit and just get the job done? <S> What do I need to study <S> so I get it right next time? <S> " <S> The strategy for keeping your manager happy is to understand what they need, and to make sure they understand what you need in order to be able to deliver that. <S> Making that happens means talking to them on a fairly regular basis, while kedping it from becoming a whining session. <S> "I completed this, I'm starting that <S> but I'll need those <S> and I'm not sure where to get them; who should I ask? <S> " goes a long way. <S> You don't want to demand continuous guidance <S> (you're supposed to become self-guiding), but communications is a hugely important skill. <A> It's your manager's job to manage. <S> Your own error was to panic. <S> The last thing you should do is secretly worry that the boss has assigned you too many simultaneous tasks and its somehow "on you" if you don't get them all completed on time. <S> Your statement "it will cost me in other areas" is revealing. <S> No it won't, it will cost him . <S> It's very easy to simply say, "OK, but I also have this other thing to do, and these reports take two days. <S> Which has the higher priority?" and not be afraid of being rude or overly aggressive. <S> Dealing with that is what he's paid for. <S> And just as an aside, Snapping at someone for a formatting error is a bit unprofessional of him. <S> He should have just nicely pointed out your mistake, after which you would agree to fix it. <S> These things happen, <S> unless it's a very basic element of your job type that's not specific to this particular company <S> (you have just been there a month) or he has repeatedly explained to you the correct way of doing it.	Once you're a bit more stable, you'll learn when it's ok to say that you honestly don't think you can do a good job and still hit the deadline, and to discuss how to prioritize subtasks or conflicting tasks.
I am 18. Do I have to list previous jobs before I was an adult? I had two jobs. Both of them had lots of criminal involvement in which I had to quit for my own safety. Do I have to list these? It looks pretty bad on a resume because my involvement with these small businesses was very short. <Q> If your previous jobs would help, add them. <S> If they don't help or raise red flags for sure don't add them. <S> You are 18 <S> so there is no expectation either way. <A> No. <S> You are 18. <S> It is not uncommon for someone your age to have little to no work experience. <S> You may want to think about what sorts of things you CAN put on your resume though. <S> You want to display anything that shows work ethic, ability to learn, and good character (e.g., volunteer work, sports and clubs, etc.). <S> And since your last two jobs have involved criminal activity, you may want to look into the background of your next employer before you accept any offers. <A> It depends. <S> I've seen job application forms that include a section that states something like "list all previous employment", and includes fine print like "any omission can result in loss of a job offer or termination of employment". <S> In such a situation, if you left off those two positions, and they discovered the truth, you could technically lose your job as a result. <S> Is it likely? <S> Again, it depends. <S> Many companies run an employment or background check prior to offering you the position. <S> If you were paid via a standard 1099 or W-2, they may be able to discover it fairly easily. <S> If you were paid under the table, it might be harder (though still not impossible). <S> You'll have to weigh the advantages and disadvantages of listing a position that's criminally connected versus intentionally submitting an incomplete job history. <A> It looks pretty bad on a resume because my involvement with these small businesses was very short. <S> Assuming you are in the US, then the legal age to work is 16 (I think you can go to work at age 14 in some areas) <S> but you have at most 2 years of time to work. <S> Most people would expect you to be part time since you're going to school and possibly be working during summer or weekends. <S> So reality working someplace for 2-4 at age 16-22 doesn't sound bad at all assuming you are in school. <S> If you ever won an award such as employee of the month at any of these locations be sure to list them <S> but otherwise I wouldn't list them under 18.	You should only put things on your resume that would help you get a job.
Do some job application processes require multiple (different) resumes? I've heard of having to go through multiple interviews to get the job, but someone was telling me some jobs require multiple (different) resumes. Is this true? If so, when does it normally happen? I'd like to know so I can better prepare myself. (If relevant the guy claiming this is a doctor so maybe it's common in the medical industry). <Q> From a comment clarification: .. <S> Needing to have one resume to get through "the first round" then another for the second round (with the same company) <S> etc <S> Just think this through. <S> How is it supposed to work? <S> Your work history and experience hasn't changed, and the position description and requirements haven't changed. <S> What are you supposed to change in your resume? <S> This sounds like someone has misinterpreted or misunderstood the common wisdom of tailoring your resume to each role that you apply for. <S> Just refine your resume such that shows how your experience and skills best fit a particular role, and then it will stand as it is throughout the recruitment process. <S> If they want more clarification, they'll ask you in an interview. <A> Worth pointing out that I would avoid changing my given details mid-application, as that may indicate that you're trying to hide something, or are being less-than-truthful about some aspects. <A> but someone was telling me some jobs require multiple (different) resumes. <S> Someone is having you on. <S> An interviewer would probably start looking at you sideways if you changed your resume partway through the process. <A> Generally, this is not done, as already covered by the other answers. <S> The only exception I can think of is when the resume submitted has become out of date. <S> In one case from my own experience, I submitted a resume to a company, but was initially turned down. <S> Six months later they contacted me and said they had an opening that matched the qualifications they saw on the resume I had submitted. <S> I submitted an updated resume because I had some new experience that made me even better for the position.	The only time I could see this being done would be if the first round was a recruiter screening, and then they ask you to refine your resume before passing it to the company (your applications should be different on a per-application basis anyway). Honestly, I have never, ever heard of this as a requirement.
Responding how soon is considered professional Every now and then when I receive messages from recruiters about positions that I'm actually suitable for and may consider applying I become pretty indecisive about what should I respond (i.e. am I actually interested in the job, do I want to start working there, spend some time gathering more information about the company, etc.). This results in pretty slow response times on my end (i.e. 3-4 and at times even more days) which seems pretty unprofessional to me and is probably leaving bad impression. What should I do in these cases? Something I've tried is simply writing to the recruiter that I need some time to think and I will contact them if needed, but I'm not really sure if that's any better than not responding for a while and then coming up with a final decision. Any thoughts? Basically, as strange as it sounds, the more exciting I find a given opportunity, the slower I am to respond to the person who send it to me. (which is probably just on the contrary to what the other side might think) <Q> Respond as soon as possible. <S> Incidentally, this is why you should always keep your resume fairly current. <S> Some companies do close submissions once their candidate pool is large enough but smart <S> hiring managers won't refuse to consider a candidate who looks like an excellent match <S> but there's little point in waiting unnecessarily. <S> If your field is highly competitive, your profile doesn't stand out or you're desperate for a job <S> then it makes sense to respond/apply as soon as possible. <S> If you're asking about what's "professional", if you're being cold called by a recruiter <S> I'd suggest that a week or so would be typical. <S> If time is of the essence then the recruiter will mention that. <S> In that case you'd need to acknowledge the delay and be prepared for the position being filled or applications being closed, but you have nothing to lose by checking. <S> As an aside, I'd say you're doing too much work. <S> If the position seems interesting and matches your profile then you can just fire off a simple reply to the recruiter asking for more information. <S> Often they'll be scarce with details in their initial contact and will have a more in-depth job description they can send you. <S> Some will want to call you instead and that's also normal. <S> First calls like that should not be considered formal interviews <S> so you don't need to prepare for them. <S> The recruiter will just explain some of the aspects of the position and might ask about your experience or work history to see if they match. <S> If you're still interested in the position after that extra information, then you can start researching the company and formally apply as a candidate. <S> This has the advantage of quickly putting you on the recruiter's radar so you don't risk missing out on time-sensitive opportunities. <S> To quote Alison Green who I previously quoted in my answer to a related question : Apply as soon as you have time to do it well , and don’t worry about the timing. <A> I would not consider 3 to 4 days (even a week) as overly unprofessional. <S> After all you are searching for a new job in your spare time. <S> And you have to distribute that time over many other tasks as well. <S> If it takes longer than you want you could start your delayed reply with a small apology about being busy, but this is really not neccessary. <S> After all the relationship to your recruiter is bidirectional: You want a job from them, but they also want you to get one (provision and head bonus and stuff). <S> It may help if you think about what you want beforehand. <S> Be sure about what you want to acheive with your next career step. <S> The next thing to consider is that you don't sign a contract just by replying to your recruiter if you are interested or not. <S> You can look at the job after you expressed interest and step back later if you think it does not suit you. <A> If you get something on a Friday afternoon, the best time to respond is Sunday night, as it will be near or at the top of their email inbox when they get in on Monday. <S> Time is of the essence as job orders do have closing dates for applications. <S> If it's a form letter, that starts "Dear John Smith, I came across your resume in our database <S> and I think I have an opportunity that may match your skills and background" then a week is not unprofessional. <S> But more important than timing is that your response is well thought-out, well written and worded.	There is no point in delaying a response (or application to a job opening) unless you need some time to polish your resume. Good employees are often busy employees and recruiters know that: there's no stigma involved with responding "late", unless you're talking several weeks. I've always been told, and gone by the simple rule: Respond to anything received in the morning by that afternoon, and anything in the afternoon by the following morning.
Dealing with an unmotivated supervisor I'm an IT intern in a small company (part of a large network of card designing and printing companies). As I'm very new in the company, I'm excited to learn about our production process and how it could be improved (which is the main task of IT here), but my supervisor is unmotivated to do stuff, and since he delegates tasks to me, this affects me as well. Our IT department is just me and my supervisor (a more senior IT guy left a week after I joined), and I keep hearing things like "Hey, don't bother with this little detail" or "My salary is too low for this, so don't make it". What can I do? <Q> Unfortunately, not much. <S> You're just the intern. <S> You're there for just about long enough for people to learn your name before you're gone again. <S> Having worked three co-ops (read internships), I can tell you that you won't have the experience, reputation, or political savvy to change whatever may be wrong with company you're working for. <S> If someone there needs to write a final review for you just make sure you stay in their good graces. <A> You are an intern. <S> Usually what happens before you arrive is that the company figures out a small project and a mentor. <S> Possibly with the project. <S> These projects is usually something that is "would be nice if we had the time". <S> I would suggest give it a few weeks <S> and it nothing materializes ask what small project you can do. <A> The only thing you can do is take the supervisor's duties off his plate. <S> If all works out <S> well he does nothing (win for him) <S> , you do his job (win for you), and he just has to help out with questions. <S> I would start slow on this. <S> He will either act guarded and resist or just shovel everything on you as soon as he can. <A> Take everything he gives you. <S> You are building your resume, and it will make you VERY marketable for your next job. <S> See the value in what is happening. <S> Think of what you will be able to say on your interview for your next job. <S> "Well, I was brought in to XYZ company as an intern, and I quickly took on more and more responsibilities. <S> When a person more senior than I left the company, my supervisor expanded my role and I was able to quickly take on more responsibility" <S> You have a wonderful opportunity to learn and become a seasoned worker. <S> Take FULL advantage of it, do not complain, and keep your resume updated so that you can apply for a full position at your company, or move on to someone who will appreciate all the responsibilities you have taken on.	Since he is unmotivated and you seem very motivated, talk him into taking his normal tasks and moving them to you. Your boss has probably lost your mentor and is trying to figure out an alternative.
Quality of work suffering due to workload I am 25 and have currently around 2 years of work experience. Further, I have quite recently changed my job to another company in our group. I asked in my first position for review talks about me and my work, and one thing came up: I always try to please everybody and I am too nice. Hence, I get in the position of getting too much work from others, which I can fulfil as I am often quite fast in execution, but NOT in the greatest quality. After one week in my current job, I feel the same is happening again. F.ex.: I prepared a presentation, content-wise it was extremely great BUT it had grammatical and syntactical errors, which I basically overlooked, because the pile of work on my desk was extremely high, as our company is currently in some kind of "startup phase".(I do not see much work as an excuse for not delivering great quality.) I think that my new boss is not yet finding it annoying that there were errors in my presentation, but I want to prevent from getting it to this point. How would you approach this situation? <Q> Talk to your boss and agree on how long those jobs you think will take If those jobs are overrunning talk to your boss and tell him why. <S> Perhaps ask for help <S> For colleagues can help you. <S> Communicate with them. <S> You are new to the job they may know of what to do or whom to ask. <S> Bottom line. <S> Talk. <A> How would you approach this situation? <S> In your review, your boss if giving you the clear hint... <S> Slow down! <S> Spend more time on ensuring quality, even if it means you cannot agree to do everything for everyone. <S> Fast is good. <S> But correct is (almost always) more important. <S> A presentation containing grammatical and syntactical errors can not only be embarrassing to you, but could cost your company (if it is presented externally). <S> That simply shouldn't be happening repeatedly no matter what your workload might be. <S> If you aren't capable of managing your own workload, you need to talk to your boss and together come up with a strategy to deal with it. <S> That might mean a To Do List, where new requests are added to the bottom and you get to them in time. <S> Or it might mean filtering requests through your boss. <S> Or you might come up with a better solution. <S> Don't wait yet another two years to address this problem. <S> Fix it now. <S> Reap the rewards in your next review. <A> Decide what is important and urgent and do that first. <S> Everything else will have to wait until you're done with the more important stuff. <S> Don't rush things. <S> Agree with your boss what your work should be. <S> If anybody else tries to give you work, refer them to your boss. <S> That way he/she can decide what you should be doing and what's not your job to do. <S> If nothing else, your boss will have a better idea what your workload really is. <A> Proof read, spelling and grammar errors in a presentation are unacceptable. <S> There are a host of proof reading tools you can use to help you. <S> You need to look at your problem from the right perspective. <S> You ARE rushing things and putting out sub quality work, this is something you need to take care of, not blame any other factor for. <S> So complete a job, then check it. <S> Don't make excuses you were in a hurry <S> , that's not professional. <S> Make the time and double check. <A> You need to start planning your work. <S> Make a list of what you need to do this week, plus an estimate of how much time each task will take. <S> Now factor in overhead time such as meetings (say 1 hour a day, depending on your company). <S> Based on this you can commit to deadlines. <S> Now when someone comes to you with a request, see if you can fit the work in. <S> This might mean not doing another task. <S> Make sure that you can make good on promises you make, and do not say yes to new work if you feel it means that other deadlines will suffer. <S> This could mean you have to say no to someone. <S> To smooth this process, try and find someone to coach you.	Try to prioritise your work. Talk to your boss and agree on the priorities of the job
Several of us decided to leave and join company B Recently five of us from company A were given a far better offer from company B, whose team consists of 15 people who formerly work in A. Would there be any repercussions if all five of us resigned within the same month and joined company B? For me personally, I do have a non-compete clause which states that I'm not supposed to entice company A's employees away. I'm in no way doing that but I'm still worried about it. In what way it could be done so that the current company will not hate us and, do we need to act ignorance to the fact that eachnof us is leaving? <Q> all 5 of us could resign peacefully <S> That is not going to happen, they're losing a chunk of people in one go. <S> They're not going to be happy about it. <S> It's hard to say what the company will do, but if they're any good they will do something. <S> There is also a danger that Company B is not all that sincere, they might be trying something else by subverting 5 employees who are now known to have questionable loyalty. <S> This sort of head hunting is quite suspicious in some industries because it's sometimes used to cripple a competitor without actually keeping the employees for long or even really hiring them in some instances. <S> I would be very wary in your shoes. <S> I haven't seen this happen often, but the last place I worked lost three staff to a competitor, one of which was a senior team leader, <S> within a year all three of those former staff were not only out of their new company but had a lot of trouble getting jobs in the industry if they ever did <S> (I never really heard about them after a while). <A> would there be implications if all 5 of us resigned within the same month and joined company B? <S> There might or might not be. <S> You might be accused of leading the exodus, but cannot be done so legally. <S> So, you might be leaving some negative impression at Company A, but that's OK unless and until you are happy with the offer from Company B. <S> I'm in no way doing that <S> but still I'm worrying about it <S> You might feel guilty, but the truth is: You didn't start this. <S> So, stop being guilty and move on (if you are happy with the offer). <S> Corporates are always cut-throat, and you wouldn't really progress if you worry about everybody's feelings, and much worse when you are not the cause/reason for something. <S> any advice so that nothing bad will happen and all 5 of us could resign peacefully <S> 5 people is a lot of lost manpower. <S> So, Company A would definitely try to retain as many as possible like a hike, promotion, perks, etc. <S> So, maybe wait and negotiate wisely with both the companies and make an informed decision. <A> You obviously feel uncomfortable about the move, hence this post. <S> You understand that you're probably punching company A below the belt. <S> This decision will probably have a very negative affect on the remaining 10 employees in company A. <S> He must understand that the current terms of employment are uncompetitive and be given an option to correct that somehow. <S> If he fails, you'll feel much better about the move.	Legally you may be fine (that's off topic here), but it could impact on your professional reputation and/or your future career. If the only reason for the move is a "better offer" than take a deep breath and go tell that to your boss.
How to deal with the quality of English my coworkers use? I work in an international company in a non-English speaking country. There are certain tasks that we are required to do in English in writing. The tasks aren't the real outcome of our work, but they are supposed to help us plan our job more efficiently. Right now we are in training so no-one except for us sees document that is written in English. But we are going to start doing real work soon. The document is written by one of my colleagues during our meetings. Here are the problems: He doesn't use any articles. There are no articles in my mother tongue, so the sentences are perfectly clear to me. However, it bugs me when I see it. He doesn't use the words correctly. Let's say, there is a word in my mother tongue which has two meanings in English. He doesn't care which meaning he should use, since he can guess the right meaning out of the context (and so can I). I have some issues with that: I'd be embarassed if our manager or someone else saw that document. And, at some point, it's going to happen. I think that if a native English speaker saw it, he wouldn't like to work with us because of our command of language. Again, I'd be ashamed. I think it's unprofessional and just not right. I'm a perfectionist. How should I deal with this problem? I could talk to the colleague who is charge of preparing the document in private. I think he'll get my point, but he'll forget about using articles again. I could add the articles afterwards, but I shouldn't change any words which are used incorrectly since this is a document prepared by our team. I could ask my manager for some extra English lessons - especially about articles, but I don't think he would agree. I could ignore that. But, again, this is unprofessional. I could every time point out that there is an article missing. But the reaction would be that nobody cares, since we understand the sentences. <Q> Using the wrong English word is the worse problem of the two, as it can look like your team does not fully understand the problem you are trying to solve. <S> If people outside of the team are going to see the document, they are going to find it to be nonsense and will act accordingly depending on their role. <S> This could be very negative for your team. <S> Discuss it with him in private. <S> Once he is in agreement that it would be negative for someone outside of the team to view this, then come up with an action plan together. <A> The bottom line: the point of the document is to communicate information. <S> If it does that successfully, then it's fulfilled it's purpose <S> and you shouldn't spend any more time on it . <S> Not every document needs to be a finely crafted masterpiece, and it's a waste of time and money to insist that every document is. <S> If you actually have evidence that the poor English in the document is going to cause issues, then of course this is something you should bring up but until then, this isn't a fight you should be picking. <S> Work on stuff that will make a difference to the company, not micro-editing a document for no benefit. <A> Since this is a document that is prepared by your team and not just the member of your team then you should correct word choice, and poor grammar/spelling as appropriate. <S> Generally when I prepare a team document, even if I am the final editor, I will send a copy out to the team for approval before I submit it to the client. <S> This may result in several iterations of the document being sent out, and being reviewed. <S> This is a good thing and should help your team develop better English language skills.	If you see the same mistake being repeated by a team member taking a few moments to discuss that mistake and inform them of the proper way to write it is advisable since it will reduce the amount of editing you need to do later, and reduce the chance of something like that making it through to your customers.
How to put small scale programming at tech support job on resume I currently work in tech support but our company has something called RCI, which is time alloted to us to work on and improve things in our work environment, because I have some familiarity with Java Programming(Taken some programming courses in community college) they have me creating small tools to have our techs use in the workplace. I was wondering how I could put something like this on my resume, since I am trying to land an internship/programming job(. It's very small work but I am working my shift while doing it. How can I show this on a resume without being able to show off the source code because of proprietary reasons, but still show off that I am doing real work, even if it is very simple work. A lot of questions I found on here were more about side projects outside of work so it didn't really fit with my situation. Thanks for any feedback or input on the situation, it is much appreciated. <Q> I currently work in tech support... <S> because I have some familiarity with Java Programming they have me creating small tools to have our techs use in the workplace. <S> I was wondering how I could put something like this on my resume, since I am trying to land an internship/programming job. <S> You simply list it as one of the tasks for your job. <S> No different than explaining other tasks you are performing. <S> Tech Support Specialist 2014-present <S> MegaCorp - Provided phone support {yada, yada} - {Other tasks related to the job of Tech Support} - Created small tools using Java for all techs to use <S> You may wish to expound on this more in your cover letter, as this is experience that may help you stand out over other candidates, or may be the most important part for your internship. <S> Even if you aren't permitted to share the actual code you created, you will be able to talk about it during an interview, and perhaps demonstrate the concepts and your abilities on a whiteboard. <A> Particularly if you are trying to make a transition (from tech support to programming) <S> I would add a short section at the top of your resume to list your "Highlights". <S> This is a section where you put what you want an employer or recruiter to see first on your resume, in this case, that you have some experience programming in the workplace. <S> When I've helped people write resumes in the past, this was a great section to highlight things that didn't fit into a usual resume outline (not to mention a nice way to beef things up). <S> List the things you are most proud of in the jobs you have worked so far, as well as any extracurricular things that will help you stand out from the rest. <S> Try to keep them relevant to the position you are working towards. <S> I would also list it in your experience as well, like Joe said. <S> I'd add more specifics, like a high level of what your tools contributed to the company, what it automated for the staff, and how that improved people's workflow. <A> Demo Code <S> First of all, you don't need to show the entire program and how it functions in order to demonstrate your programming skills. <S> Try copying out some of the methods <S> you are most proud of, or which you feel best showcase your knowledge level. <S> If you don't feel like that's enough <S> you can always try creating a similar app in your own time simply so that you have something you can demo in interviews. <S> Resume <S> If you're applying for a programming job then you'll need to tailor your resume to that effect. <S> You can't simply take your current resume and submit it: why would I hire someone who does tech support and only has two lines of relevant experience in their entire resume? <S> Instead, focus on what you've done and know. <S> Personally, I have a section in my resume (after Profile , and Education ) listing the languages/technologies I know, and the IDE's I've worked with, all ranked by my familiarity with them. <S> For example: <S> Computer & IT Skills Overview <S> Languages <S> Proficient <S> With: C#, VB, VB.NET, JavaScript ... <S> Knowledgeable of: Java, Objective-C, ... Software <S> IDEs: <S> Visual Studio 2010 - 2013, NetBeans v123, ... <S> Databases: ... <S> Then, you can include something like: <S> Relevant Experience - Involved in the design and development of numerous software tools at my current workplace - ... <S> Only then would you list the work history, which may or may not be relevant to the position you're applying to. <A> The biggest thing is to just be honest about it. <S> Consider saying you have some Java programming experience at your current job, and list some of the things you did. <S> Most companies won't ask you for source code, especially if you state that you worked on these small projects at a certain job. <S> They'll understand that you can't show them things for proprietary reasons. <S> A lot of times, listing programming experience on a resume is so that an employer can see what you've worked with, and can ask you questions in an interview based on those. <S> If they're really desperate to see some code you've put together <S> they'll give you a coding question to complete and send back to them. <S> This usually happens before an interview so that they can discuss what you did during the interview.	Anyways, just put it on your resume, give a general idea of what you did, and if an employer has any questions just be honest about the amount of work you did!
How to tell client about having missed their deadline? I work for a software company. After a few meetings with this one client, it turned out that our current system is not suitable with their business flow, so we need to modify our system to be able to work effectively for him. We negotiated a deadline extension. The deadline passed a week ago. However, while we worked on it, we had another problem from another client that was a higher priority. Our current estimation is that we are about 90% complete. We believe that we need a few days or a week at most for our software system are ready for them to implement. Over the past few days, the client kept asking about how we are progressing. He is a kind person, typical of Javanese people (like us). Our company is worried that this has let them down. How can we communicate to the client that we recognise we are past the deadline and give them the new estimated completion date? <Q> The problem for the customer is usually not that you are missing the deadline. <S> The problem is usually that you are missing the deadline while they expect you to hit it. <S> They may be preparing to switch from an old system to a new one nine days from now. <S> If you tell them it will take a month longer, that is often not a problem (other than having to use the old system, which probably ran for years, for one month more). <S> But if they are doing the switch, turning off the old system, and your software isn't ready, that's a HUGE problem. <S> So the most important thing is that the customer has at any time a good idea when the project will be finished. <S> If you are missing a deadline it is essential to inform them far ahead so they can minimise the damage. <S> Telling them only when the deadline is missed is asking for lawsuits with huge amounts of damages, which can easily be prevented. <A> Be not ashamed of mistakes and thus make them crimes. <S> You messed up. <S> How big I don't know. <S> They did nothing wrong. <S> What you have left is your integrity, your ability to provide a good finished product and communication. <S> Not telling your client what is going on is truly a crime that they will not forgive you for. <S> and you wanted a great finished product. <S> Try not to underestimate how far you are behind. <S> You say one week, maybe you need to tell them two. <S> Start a very clear and honest communication channel as soon as possible. <A> I'm making this an answer instead of a comment because it adds to both gnasher729's and blankip's answers. <S> Then you make sure the way your company works changes so that it won't happen again . <S> No absolutes there, but continuing as usual is not an option. <S> You cannot afford to fall into the same pitfall again with that client, because then you really risk losing him/her. <S> (And your other clients will probably benefit from the changes as well.) <A> I think you are asking the wrong question. <S> The problem is not that you missed the deadline. <S> Missing a deadline is not ideal, but unless it was literally a deadline (i.e. someone dies) it's simply a due date or a delivery date. <S> You were one amongst literally millions who missed a deadline on that day. <S> The question is, rather, why was this missed deadline not communicated as soon as possible to the client? <S> Why are you willing to let the customer hanging, and not telling them as soon as you knew you were going to be late? <S> Being late isn't even an accident: you thought about it and gave precedence to another customer, <S> so you knew you were going to be late. <S> On the one hand, you have no excuse for this. <S> On the other hand, you can try lessen the blow by doing the following: Tell him as soon as possible. <S> Agree on a new delivery date, and actually meet it this time. <S> Apologise for the communication breakdown resulting in the customer not being made aware of this, and that you will address this issue internally. <S> And in the future: Give some introductory project management training to whomever <S> was responsible for this Project. <S> Hire some professional project managers. <S> Never play hide-and-seek with paying customers again. <S> Not knowing the customer, I would guess he is being nice because (a) he is nice and (b) because he still needs what he paid for, but he might look elsewhere next time. <S> Don't ever give a customer any reason to look elsewhere. <A> Apologize. <S> Give a new estimate. <S> Meet that estimate. <S> Do not explain the failure, but emphasize that the software will meet whatever quality and performance standards he needs--in other words, re-emphasize the sales pitch that initially sold him on your team. <S> Earlier is better. <A> There's a very old saying, "A sin confessed is half forgiven." <S> (credited to J. Florio by the 1884 book Day's Collacon: an Encyclopaedia of Prose Quotations .) <S> The only thing worse than a missed deadline is a surprise missed deadline. <S> Tell them as soon as possible, because delaying can only make it worse. <A> No matter what the other answers say, shit happens. <S> Deadlines may be missed. <S> You should sweeten the message with a gift, eg. <S> as a token of apology I am offering a 5% discount, or 5% off from your next order... <S> This way you convey you value their business, and they also get something, not just you taking sg from them (time due to missed deadline).	The right thing to do is to tell them as early as possible that you will be missing the deadline. If you value his business, put your best people on it until it's done, and throw in a few freebies and/or a discount on the purchase order. I would be overtly honest to your client. Don't beat around the bush, don't blame them, don't blame anyone else, simply tell them that the project was bigger than you thought
Why do some employers withhold drug testing requirement until after interview? I'm just trying to understand the reasoning behind why some employers would NOT tell you up front (if not in the online ad itself, at least early on in the process) that there is a drug testing requirement. I would think they'd have nothing to lose by people who don't want to take it giving up up front. Why would some of them tell you you need to do one AFTER you pass the interview process, much to a waste of everyone's time thus far? I'm really just trying to understand their reasoning process and not ranting. My gut feeling is that it may be just a matter of poor communication on the part of the employer. Are there other reasons? <Q> I work in the IT business in the USA. <S> I smoke marijuana semi-regularly because it is the only thing that can consistently keep my shoulders from flaring up super bad. <S> Pretty much any major employer (Stream/Convergys, ACS, Xerox, Nike, Intel, most major ISPs, hospitals, etc...) have required drug tests. <S> Out of the 15 or so job offers that I have received in this industry (out of the 6 jobs that I have held), only one company did not mandate a drug testing; and it was a startup. <S> None of these mentioned drug testing any time before the on-boarding process. <S> I have found that simply asking the recruiter if the company drug tests goes a long way. <S> If they ask why, I tell them that I have a rather busy schedule, and would need to ensure that I can block off the 1-4 hours it takes to do the test. <S> This isn't specific to this industry, though. <S> My relatives who aren't so tech savvy are working minimum wage jobs around the area. <S> From fast food joints to supermarkets to gas stations, it's expected that any new employer drug tests. <S> Many of them do simple mouth swab tests, but expect a urine test anyways. <S> I would say that it isn't dishonest in the slightest, but this may be largely a cultural thing. <S> With proper preparation, they are not a problem. <S> Finding out that your new employer doesn't test should be a relief or surprise, and not the expected norm here. <A> As an employer, why would you tell them? <S> I don't want someone to stop for a few weeks to pass a test. <S> As a future employee I like this too. <S> I know I have less of a chance working with a habitual drug user <S> and I know that people making hiring decisions have common sense about something. <A> Your best bet to find out would be asking. <S> We only can speculate. <S> At some Companys the drug test is not only at start date, but quite regularly. <S> I would suspect that a different part of HR is responsible for the test. <S> The ones hire you, the others manage you after you are in. <S> This may just boil down to company processes and bad synchronization between departments. <S> For example at my previous company they stated in the job description "Driving license required". <S> No one asked me about the license during interview. <S> The interviewers have too much else in mind to care about such trivialities. <S> I worked for one month in the company as they first approached me about my divers license. <S> I had been driving the company cars before. <S> I would expect something similar with the drug test. <S> If I hire a engineer or someone else with high education, I do not expect to find out later that he is a drug addict. <S> The processes may still require me to check, but I would not see that as important (and therefore leave it for later). <A> Drug testing is a normal requirement for being employed in the USA. <S> Not sure about other countries. <S> I'd say it's right up there with background checks and NDAs. <S> Sure, it's poor communication, but, depending on where you live and what you do, you should expect to have to pass a test. <A> Simply put... Believe it or not... <S> Some people cheat. <S> If the drug test is disclosed up front it gives people who are going to cheat an opportunity to do so. <S> As mentioned in another answer, some people will just clean up for a few weeks before the test in order to pass. <S> Others will try to use one of the never ending commercially available products to try to beat the test. <S> Like it or not, it's a reality and a financial reality too. <S> Sending people to a lab for testing isn't cheap, but employers often get discounts on insurance for doing so. <S> They also do this to limit their liability. <S> If you're ever injured on the job you can expect to be tested. <A> reasoning behind why some employers would NOT tell you up front <S> Nothing malicious about it <S> , they forgot about it, it's an industry where it's mandatory or they just didn't deem it important or expect drug users to be applying.	The fact that such a large majority of employers require drug testing simply means that anyone looking to get a job in the USA should more or less expect the test and prepare for it. If you fail, you'll lose your benefits and most likely your job as well. I'd hazard a guess that it's so common that most companies don't even consider that it needs to be stated.
I got a job offer, and not two hours later, got an interview to a more promising company I'm not entirely sure what I should do. I got the message saying the job wants me to start in about a week's time, and have sent me the paper work to sign and everything. Shortly after, I got a message from another recruiter that a job that is - for all intents and purposes - better than the one I have just secured now, wants to interview me. Is it too late to go back on the job offer I have now, to explore the potential interview? <Q> Based on your updates in the comments, you are faced with a common situation: Company A wants to hire you and sent you an offer. <S> Meanwhile you're still in the interviewing process with Company B which seems like a job that fits you much better. <S> Your first task is to get back to Company A and request some time to consider there offer. <S> Ask them when they would need your final decision. <S> How much leeway a company has varies enormously, but it's typically not done to ask for more than a week. <S> If you don't accept they have to go with their second choice and they can't keep those people waiting too long. <S> Once you've got the deadline for Position A, go to the interview with B. <S> If you get the idea that they like you <S> and you don't bomb the interview, at the end of it <S> you bring up the fact that you already have an offer elsewhere. <S> Ask what their time-line is . <S> If they like you a lot <S> , well-run companies can and will fast-track you through the process. <S> If they don't consider you a potential hire they'll probably tell you outright that they can't speed up their hiring (or reject you on the spot), but this could also be because of a rigid bureaucracy. <S> Companies with rigid hiring policies know that they will lose good candidates but that's another topic. <S> With any luck, you'll be able to get an offer or rejection from B before A's deadline expires. <S> If you don't, give B a final call the day before the deadline at A and mention that you have to accept or reject another offer and ask if they have an update. <S> Some may get back to you that very day and offer you a job. <S> Some wont. <S> If the deadline from A is there <S> and you're still in the dark about your chances at B <S> , it's time to make a judgement call that only you can make. <S> Your decision to accept or reject A depends on how badly you need the job . <S> If you're currently employed you don't lose anything if you reject A. <S> Be prepared for the fact that B might not offer you the job. <A> Depending on your location, you might want to consider a couple of things before making a decision. <S> Specifically... <S> Whatever you are signing may be binding - for instance a long notice period. <S> You would probably ruin your reputation with the company that you jumped ship at. <S> I might weigh in on the interview process for both companies as well. <S> If it was long and in depth they will probably be more upset if you jump ship immediately. <S> I think this is probably very country & job dependent. <S> For example, at-will employment countries you are probably in a better situation to up and leave suddenly with little notice. <S> Speaking to the job type - depending on the job, (e.g. call centers, or similar businesses) they probably do not expect you to stay very long. <S> Speaking from personal experience, I once left a company under a month after starting. <S> I interviewed at a better company and informed them of my current employment having just started. <S> They said they were ok with the situation, and I signed my contract with them, followed by giving notice at my old job (two weeks). <S> I did not require a reference <S> so I did not think very much on leaving so quickly. <A> With the information that you added in comments, there is plenty of time. <S> Go to the interview on the 26th. <S> If it goes bad, nothing lost. <S> If it goes well, you advice them that you have an offer to start on the 7th. <S> It shouldn't be seeing as putting them under pressure; having offers at some point is normal. <S> At most you put them under pressure not to hang around. <S> Then you see how they react. <S> No matter what the result, you lose nothing going to that interview.	If you're not financially secure then you might have to take the sure thing and accept A's offer.
How should I explain why I left my last job at an interview? I have a job interview coming up in a few days but I'm worried about what to say if asked about why I left my last job. Well not if, I know they will definitely ask why I left my last position. The truth is that I was given way too much work and there was no way of getting it done despite me working long hours and weekends. In the end I just resigned. I'm worried that if I say that in the interview they will think I can't handle pressure or that I'm a liability. Either way I am worried that it won't sound good. Should I tell a white lie and just say I was laid off? That sounds better but there is a small risk my lie might get discovered. What should I do? Please help me out here. <Q> I had a job where the shortest day I worked was 11 hours and the most common was 18 hours <S> and I worked every weekend for 4 months. <S> Since I didn't want to get into that type of situation again, I was open about the working conditions having changed to ones that were not acceptable and I described what I was trying to avoid. <S> I had no problems with anyone finding it unacceptable to want to leave those conditions. <S> I made sure they understood, I was open to working appropriate overtime, but not to make my job be the only thing I did except sleep. <S> I pointed out that I wasn't mad at the company, just that the organization culture was one I did not wish to continue in. <S> If you choose to disclose the corporate culture you don;t want to be in, it has to be presented in such a way that you are not bad-mouthing the company. <S> It is one thing to say, "The workload evolved until it reached a level I personally could not sustain." <S> and it is another to say, " I hated every minute of working for company ABC because they never let me go home and sleep but the % ^ #& managers always left on time. <S> " If the work conditions are truly ones you don't want again, then letting people know that is not a problem as long as you accept than some employers might also be that bad and you will lose that opportunity. <S> I personally see that as a plus. <S> YMMV. <S> However, if I have been working say 50 hours which is fairly typical from my industry, it would have been more of a concern. <S> In that case I would have fallen back on the old standby of looking for more opportunities to grow my skills or greater opportunity for advancement both of which are always acceptable answers to the question. <A> Should I tell a white lie and just say I was laid off? <S> No, don't lie at interviews <S> it's too risky. <S> You don't need to go into detail, just tell them you couldn't see a way forwards in your previous employment <S> so you've been looking for work in a company where you can advance or something similar. <S> Don't complain about overwork or anything else, it's a bad look. <A> Would you admit that you were a criminal to hide that you were the victim of a crime? <S> I'm not saying long hours <S> are a crime <S> --I'm just saying that you're admitting to something far less desirable. <S> You left on your own terms. <S> That is critical. <S> Imagine <S> you were founding your own company on an idea that you just knew was revolutionary, and would accomplish all your worldly goals. <S> I best you'd work long hours for little pay, knowing that either the pay-off or immense personal satisfaction were worth the effort. <S> Now imagine that you have to work 4 hours a month cleaning the bathrooms of the Port Authority in New York <S> (imagine hell, but with a worse smell). <S> I bet you'd love to quit that job as soon as possible. <S> You left a position because the balance between the work and the payoff was horrible. <S> That's usually why people leave a job. <S> You have nothing to hide. <S> I'm sure you don't mind a big crunch for a reason, or an extra busy schedule for meaningful work. <S> Emphasize whatever you have there. <A> You didn't see the signs of burn-out until it was too late and you made a poor choice. <S> Yes, leaving that job before you found a new one was a bad idea. <S> If this weren't the case, you wouldn't be in this situation. <S> Could you have mentioned it to your previous employer and worked something out? <S> Take time off. <S> Pace yourself. <S> Recognize <S> this new job doesn't seem to have the time requirements and that is why it appeals to you. <S> Show you have a positive way to deal with a demanding job without quiting. <A> To say you were laid off is worse than saying you resigned. <S> To have been terminated indicates that you were possibly at fault or somehow incompetent. <S> Simply say that you did not feel challenged in your last job, and are looking for a new position with opportunities (as Kilisi notes) to advance. <S> In the future, if you have any choice in the matter, it's always better to look for employment while you already have a job. <S> There's an unfortunate stigma against unemployed people, which only gets worse the longer you're unemployed. <A> You are right about being worried. <S> Why should they hire someone with a little doubt on, instead of someone with clear background? <S> Therefore you must have some evidence that they are giving you a workload more than you can carry. <S> For example, the fact that you resigned but not laid off is a strong plus. <S> You should show the work hours to clarify that it was an unusual situation. <S> But don't hand over those papers as soon as you hear the question though, show them if they want to know more about it persistently. <S> Some companies likes to dig in, some just asks and continues. <S> It's best to put it in a few words and continue, since everyone have an unpleasant reason to leave his/her job anyway.	It depends on what you are trying to achieve and how bad it actually was and how typical those conditions are for your industry or profession. Start learning how to manage the stress. Don't lie, but make sure you frame your response in a way to reflect you've learned something from this. You don't need to go in to detail about why you resigned.
Should I say something if actual weekly pay doesn't match the offer letter? After accepting an offer and beginning to work it is noticed that the weekly pay (before taxes) on the pay stub is not the same as the amount mentioned in the offer letter. The actual weekly pay is around 2% less than the weekly amount stated in the offer letter. Work is in the U.S. and the discrepancy was not noticed until 4 months after the start date. Should this be raised as an issue? If yes (and this might be unanswerable here), should it be raised to a supervisor, the recruiter, HR, or payroll? <Q> It can't hurt to go to your manager or HR and say, "Hey, maybe I'm misunderstanding this, but I thought I'd be gettng $xxx per year, which I think is $yyy per week, but my paycheck is $zzz. <S> Am I missing something?" <S> Check first that it isn't something like being paid every two weeks vs being paid twice a month... <A> You should point this discrepancy out to your manager so he or she can resolve it quickly. <S> Don't assume it was intentional, give them a chance to make it right. <S> If for some reason they don't rectify this (including any back pay you are owed), I think I would go to the recruiter next on this one. <A> I would always advice to catch up with manager and try solving things up with him <S> /her. <S> I've always seen manager as a first instance of contact in difficult manners (and I find it as one). <S> Also, I would make sure that case is not neglected by either manager nor human resources, as it could possibly make you think of whether you agreements with your employer are being taken seriously. <S> I once have been in similar but <S> not the same situation and neglecting things by my superiors made me stop being so positive for organization as a whole, even if only particular individuals were the ones to fail. <A> Should this be raised as an issue? <S> Certainly. <S> If you aren't receiving what you were promised, you should raise the issue. <S> It was probably an honest mistake, and you should approach this issue as such. <S> If yes (and this might be unanswerable here), should it be raised to a supervisor, the recruiter, HR, or payroll? <S> Start with your boss. <S> He/she will likely refer you to HR and/or payroll to correct the situation, or will explain why it is already correct (perhaps).	Best to approach this as "I'm sorry I just noticed this, but I think there has been a mistake with my salary."
How to report manager for misconduct? I've never done this before and could use some advice. I am preparing to report my manager to HR for the way he acts around people. I don't know where to start. The way he acts does impede productivity and the business and leaves people feeling confused and angry. Some examples of things he does (in no particular order) yells at people and speaks in a harsh tone asks overly personally questions at point blank, as if the answer was required for the job, such as "how long have your parents been married", "why did they get divorced", "are you more focused on work or family right now?" has a threatening demeanor, one example was I was in a room and he charged in all mad and slammed the door closed (so it felt like we were stuck in the room with him) and started talking to us in a mad way says very strange things like "we have a special relation, I am the manager" or "I noticed you say "will do", is this something young people say?" told me I wasn't allowed to speak to other employees about work (I think he felt I was wasting their time, but he seemed to be ok with me talking personally to socialize). would claim that I lied about things, for example when I was studying up on a framework he said I lied on the my application form saying I knew it (though this wasn't true, and even if it was just because I'm reading a manual doesn't mean I lied when I said I knew it). He asked if I saw a parade over the weekend and when I said no he said I must not have any friends. He would take his shoes off and put his feet on the desk and sometimes did it to mine. He would play with objects in a strange way, for example I had my personal water bottle at my desk and he started slapping it back and forth with a measuring stick. Another time he was playing with scissors opening and closing them and laughing. Make strange phillospophical points out of the blue such as "there are no feelings at work" or "do you agree it is better to understand something before doing it? If yes, then you should do it". For reasons unclear to me criticize saying "be mature", "you're not being professional" or "stop wasting time". (sometimes I asked why he said it and he would have very strange reasons; for example he added new requirements so of course I had to go back and work on something that had been finished). Any one of these in a particular scene could be alright: for example if I was a friend with a coworker and having lunch, I wouldn't mind him asking if my parents were married. But having the manager walk up to you just to ask you that question and the way he did it was very uncomfortable. I'm having trouble consolidating and articulating what I have to say. If I e-mail the HR contact with the above list would this be the best course of action? How can I express myself more clearly? Basically, what I'm asking is: when I report someone to HR should I give a full and detailed list of everything I can think of? I realize some are more important than others. I had tried to resolve these issues with my manager directly and when that failed I tried to resolve it with his manager and that failed too. I have proof of this in emails. I was wondering if he has a mental health issue, or a drug or alcohol issue that makes him act this way. <Q> Discuss this with HR in person first. <S> As long as things are going well, most employees won't be too familiar with their HR team. <S> That means that you can't be sure how they'll react and what kind of procedures they have to follow. <S> While large companies and MNCs can be relied on to have solid HR departments (or high-level management who can act on rogue HR teams), there can be situations like the one you're in when you want to make sure that they have your back before you take action. <S> In that meeting you can lay out your concerns and explain how your manager's behaviour is affecting you and your job. <S> If you want, you can mention that you're uncomfortable "tattling" but that it's gotten so bad that you wanted to formally raise the issue. <S> At that point, a decent HR department will ask you to sum up the instances of odd behaviour and forward it to them by email, creating a formal paper trail while they start an internal process to verify this behaviour and find out what's going on. <S> Some may ask you to hold off for now while they check in on the manager. <S> This by itself isn't a red flag <S> but you'll want to check in with them again later if nothing changes. <S> Note that while you can ask that they don't mention your name to your manager or to higher management, they are under no obligation whatsoever to do so ! <S> Sometimes when issues are reported there is no way to keep someone anonymous or the situation forces HR to reveal their source. <S> Good HR departments will make sure that no one retaliates against you for submitting a valid complaint that affects you or your job. <S> If, at any point during the meeting, you get the idea that they would like you not to "raise a stink", it's probably time to reverse position and agree that "perhaps things aren't so bad after all". <S> Dust off your resume and look for another job because you're in a dysfunctional environment that isn't likely to improve. <A> I cannot stress this enough. <S> If you want to report your manager and affect change in the company management, HR needs evidence. <S> Ideally lots and lots of properly documented evidence. <S> When you feel that you have a sufficient amount of evidence, you can (either anonymously or directly) report this to your company HR, they will know how to deal with such things. <S> The more evidence (and the more conclusive evidence) <S> you deliver the more they will be able to do in this case. <S> Try to deal with him as professionally as possible for now and write down/document everything he does that you find objectionable including date/time, location, and who was present. <A> Focus on the harm done . <S> Distinguish between things which are merely odd (your manager is particularly amused by stationery) and <S> things which are are actively harmful to others (asking personal questions in an open plan office is making you uncomfortable at work), and then forget about the oddities. <S> There is little benefit in cataloguing mere peculiarities, indeed, doing so gives the impression that you are complaining because you personally dislike your manager and not because your manager's behaviour causes tangible problems. <S> Make detailed notes . <S> For the things which are actively harmful, write down every instance of each in as much detail as is relevant. <S> When did they happen? <S> Who said what? <S> Who else was there? <S> What was the result? <S> I suggest you put these in an appendix to a letter to HR which explains you're finding your manager's behaviour difficult. <S> Mention that you've already tried to resolve it with your manager and his. <S> Include dates, etc. <S> of what you raised with whom. <S> Be specific and accurate. <S> Acknowledge where behaviours you've identified have not recurred since, identify behaviours which have. <S> Outline the negative effects but <S> don't speculate or dramatise <S> It is more than sufficient to cover this part by concluding "As a result of X, Y, and Z behaviour I feel uncomfortable and stressed whenever he is around. <S> " or "I have complied with X instruction not to communicate but am concerned it is detrimental to the project". <S> Right now you need to demonstrate that there's a problem that the company needs to care about. <S> Why your manager behaves as he does <S> you may never know <S> and you may never need to know. <S> What matters now is that you can clearly show what behaviours are having an effect on you; <S> later you may be in a position to discuss solutions that allow you to both get along well enough to get on with your job.	I'd advise you to call or visit your HR department and request a private meeting. First of all: Document everything as much as you can.
How to behave when the boss is being too pushy and giving unfair deadlines There are some bosses who give you the task with a fair deadline and trust you to deliver it and then let you on your own. There are also people who give you unfair deadlines and expect you to stay later and get the job done while the actual deadline for that task is not what they tell you. They usually do this to keep you productive and prevent you from wasting time. This may not work for everyone specially for people who are productive on their own and care about the job. In the first case you have several tasks at hand and can freely coordinate them and do them accordingly. But in the second case you have to stop what you're working on and keep switching the context to the new task that you're given. Are there ways to change this behavior? How should one handle such situations? <Q> Make sure these are achievable and detailed enough to be credible. <S> There are some serious issues in the project management process here that you need to talk to your boss about here: <S> Who did the estimates for the project? <S> On what metrics/baseline were the estimates based? <S> Where is the scope defined? <S> What "fudge factor" was built in? <S> Who built it in? <S> Based on what? <S> What are the priorities? <S> If your boss is basing their estimates on their own time for doing the job, that's an issue. <S> If they're arbitrarily choosing a date, that's an even bigger issue. <S> You need to ask how the estimates were calculated. <S> Then you need to be able to give your own estimates to your boss. <S> Be detailed and specific. <S> The more granular you can be, the more accurate it will be and defensible. <S> You can't just say "I can't make this time frame" without giving evidence as to why the deadline is unrealistic. <S> Otherwise, it's no better than what your boss is doing to you. <S> So where you need to focus is on have quantifiable estimates. <S> Now, when you are working on a task, you need to: Raise immediately when you realise that can't make a deadline. <S> The earlier the better. <S> You are trying to mitigate risk, and that can only be done if there is sufficient warning to change time frames, scope or resources. <S> If you argue about giving your own estimates and you're always late, then it's not going to go over well. <S> Factor in enough time for the unexpected. <S> Understand where you fit into the big picture. <S> If you have five tasks and three of those are dependent on an external resource, start on the other two and raise immediately if you are held up on the dependent tasks. <S> In a nutshell, unless you can counter that your boss's estimates aren't accurate with estimates of your own, then you have no way of arguing the point. <A> Firstly, itemise the work and projected timeframes for the various sections, also list your existing duties and time needed for them (if any), and then discuss with the boss if it's unrealistic to accomplish in working hours. <S> Do that with a written list, reiterate by email after the meeting as if you're clarifying. <S> You now have a paper trail if deadlines are missed, your back is covered, so get on with the job. <A> Very few of us are so gifted that our benefactors are willing to wait for our next masterpiece. <S> Later in Dr. Seuss's career , he never had a deadline. <S> His publisher just waited for the next book. <S> Developing a level of trust, can take time and a lot of effort. <S> As a manager, if I knew I could count on someone to work late and get a project done, even though she felt this request was arbitrary, I would like to think I would let her manage her workload a lot more <S> and I wouldn't abuse the situation. <S> That's just me. <S> While you're job searching, develop strategies to determine the manager's style. <S> This is difficult. <S> Few people in the modern workforce, will tell you, "What I say goes. <S> My way or the highway. <S> When I say jump, you say how high. <S> " They may hesitate to respond. <S> Or worse is the person who jumps up and down and screams about how hands-off they are. <S> Try to ask others in a similar position how they manage their day and how are emergencies handled. <S> Say <S> No You can always say no. <S> If you feel you have plans for that evening, you can see if there is any way to do it in the morning. <S> Flex Time <S> If you're occasionally asked to work late, see if you can off-set it by coming in later the next morning. <S> Everyone is different in how they interpret fairness and what works for you. <S> If a company gives you stock options that could make you a millionaire, you'll probably be asked to do what you may think is impossible only to find out it is.	Unless you can show that the deadlines are unreasonable, then you have no chance of arguing the point. Short answer: Approach your boss with your own quantifiable estimates as to how long you need to do the job. Ensure that your own estimates are realistic.
How do I handle requests from an employee who has just been fired? Yesterday I was offered a part time job in a gym facility. I have been a substitute instructor there from time to time, so I was very excited to have been asked to work there on a more regular basis. Another employee of the gym (we'll call her Sarah) texted me to ask if I would cover one of her upcoming classes. "Sure!" I said. "And by the way, I'll be working there more regularly in the future on Thursday mornings. I'm really excited!" Management had asked Sarah for my contact info earlier in the week, so she knew something was up. Apparently, Sarah then contacted the person I was scheduled to replace (we'll call her Mavis). Mavis then calls the gym and tries to speak with management by leaving a message. Management calls me asking if I spoke with Mavis. No, I had not. Then is all dawned on me how information must have traveled back to her. It was awkward and confusing, so I apologized to management, told her that I spoke with Sarah, and that information must have gone through the grapevine. Management was frustrated because they had wanted to "spare Mavis's feelings." Now Mavis is texting me offering me all of her classes. She says her heart just isn't in it anymore, so I might as well take over now. Do I respond to these texts? If so, how? The common protocol for someone who cannot teach a class is to find their own replacement, but this is a different situation. I'm not sure if it is appropriate for me to communicate with anyone considering how catty this situation has become. <Q> It's really unclear <S> what's happening w/ Mavis except that she's quitting in response to something, possibly this and possibly not. <S> I'd say that you should stop trying to analyze it, take it at face value, and just tell management "Mavis suggested I take over all her classes for a while; does that make sense to you or would you rather distribute them differently until you've got more experience with me?" <S> The best response to drama is usually to ignore it. <S> Especially when you don't have all the info and may be misinterpreting it. <A> Just tell your boss. <S> Without having all the information, it's difficult to make a good decision. <S> You may feel some of this will cause trouble for people, but if you want to send a coworker a text about work with someone you hardly know, there's little expectation of privacy. <S> Management asked if you had spoken to Mavis previously, so I think they expect to know about any future contacts as well. <S> You're caught in the middle. <S> Mavis may have been a little hasty and regret sending you that message, but I think things can still be settled rationally if all parties wish. <A> Do not respond to Mavis. <S> Talk to management about the text she sent you. <S> If Mavis wants to quit all her other classes, and if she's really serious about it, then she should tell management (but do not tell her that, do not even respond to her). <S> Most likely, she doesn't have the authority to give all her classes to someone else (even if she's allowed to choose her own replacement once in a while). <A> Ugh. <S> What a horrible situation for you to be in. <S> In your shoes, my goal would be to be fair and direct with everyone involved. <S> First, you can respond to Mavis and say that you're unsure of whether you should take her classes. <S> You're new, you don't know how this sort of thing is usually handled. <S> Make sure that Mavis knows that you're not trying to steal her classes. <S> You had no idea why management wanted you to do more classes. <S> There is no need to create a bad situation between you and Mavis because management didn't handle the situation well. <S> Second, you should tell your manager that you were offered Mavis's classes. <S> If you want to take some or all of them, now is the time to register your interest. <S> Again, you didn't know about the existing situation between management and Mavis, so your goal is to make sure that management knows that you're trying to do the right thing. <S> Most importantly, you should reflect on this experience with your management. <S> It sounds like they didn't do a great job in informing Mavis about this upcoming change. <S> Is this a simple mistake, or is it a pattern? <S> If management isn't informing its staff when there are potential problems or otherwise giving useful feedback to help their staff be better, you could find yourself in Mavis's shoes sometime in the future.	You didn't initiate communication with her, so you're under no obligation to respond to her.
At the end of contracting work (IT/Programming), what steps need to be taken to protect myself from any technical issues company might have In particular, I'm interested to know what to do in terms on handing over things like passwords to systems. Should I demand passwords to be changed immediately so that I don't have access? The situation is that people taking over my work aren't well qualified, it could be easy to blame an ex-contractor for any problems, while trying to save their own job. I'm trying to protect myself from potential blame being assigned to me, if things go wrong with systems/networking/websites etc. I have documented as much as I thought was necessary/requested. I have also got in writing confirmation that my contract is ending on certain date. Just to add also, the fact that, like contractors, I am waiting for my invoice to be paid for quite a while after completing work. So getting blamed at this stage, while waiting, could result in at worst needing to clean the mess for free, at best being paid to clean the mess. <Q> I think bring it up would cause more problems than it would solve. <S> That is clearly their responsibility. <S> I would highly recommend you not log in to fix anything even the most minor if you are not under contract. <S> I know it sounds harsh <S> but if you help them at all they will just continue to ask for help until you have to cut them off and they will be more mad than if you just cut them off at the first question. <A> If you did everything properly you are covered already. <S> You should have solid documentation of all progress and resolutions. <S> You should have documentation on all testing. <S> And you should have the actual clients endorsement that the project is completed satisfactorily. <S> Then I keep the client informed periodically with reports until everything is finished. <S> Once the job is completed and signed off on, you charge for any support. <S> Personally if an issue comes up that I deem is my fault (not their staffs opinion) <S> I fix it for free, but that's all. <S> With passwords, repositories etc,. <S> you don't demand anything. <S> You give them all to the client, with the suggestion that they are changed, outlining that it is a security issue. <A> Password changes: <S> You had months of time to cause all kinds of damage with your password and you didn't. <S> You are leaving because your contract ended just in the normal manner, so nobody would expect that you would start causing damage now. <S> What would be absolutely awful: If you delete your passwords, and it turns out that you were the only one with access to something. <S> It is usually logged who connects to some server, and where from. <S> If someone messed up, that wouldn't be done from your account. <S> If someone says "I'm stupid and probably mess up, so I use joshuaty's account and blame him if it goes wrong", well, that's an attitude that may put the person into jail in the worst case, and at least open them up to a libel case. <S> PS. <S> People have passwords related to the company they are working for that are not controlled by the company but by a third party. <S> For example if a company product uses a third party service, then someone must have registered an account with a password for that third party service. <S> That kind of password cannot just be changed by the company. <A> One tactic not already mentioned is to define expectations for the post-project work up front, either in the contract itself, or in a separate document. <S> Terms I've used in the past include a post-contract warranty period, where for X number of days or weeks I will fix for free anything that I consider my own defect. <S> After the post-contract warranty period, all changes require my standard rate, even if it's a defect. <S> This provides incentive to your employer to look for defects during the warranty period. <S> Obviously you can still provide fixes for free if you want, but this provides protection against an employer coming back 6 months later and insisting on free work. <S> The important point here is to come to agreement on these expectations prior to the start of work, so there are no surprises on either side. <A> Should I demand passwords to be changed immediately so that I don't have access? <S> It should not be necessary for you to do so , if your company is mindful of security and operating under best practices. <S> Your company should realize a terminated employee with active access is a security risk to the organization. <S> While you may not have malicious intent, there still exists the possibility of you doing harm, such as stealing confidential data, or sabotage through logic bombs / backdoors. <S> In all of the places I worked, as an information technology auditor / Sec. <S> professional, there is a well defined termination process whereby departing employees have their access credentials revoked , whether automatically (the ideal method) or manually through a ticketing system. <S> The company is also taking on unnecessary risk , as a disgruntled former employee can hack into the system if access is still active past their employment, through remote means if he has equipment such a company phone / tablet / laptop. <A> The smart way to handle this is to create a book of the project and code you worked on. <S> Print out <S> flowcharts, code, a change log, and any user guides and documentation and present it to your bosses before leaving. <S> Code can be changed, print cannot. <S> Beyond that, it is almost a cliché that the contractor gets blamed for the troubles the current employee is working on. <S> CYA, but expect blame anyway	You should (during the time they pay you) probably create a list of all your company passwords and hand it over to them; they can then decide whether to delete all accounts immediately, take their time to delete them, at least until they verified that they can access everything, or maybe even leave them for a short time in case they pay you for another week to fix some small problems. Documentation on the work done, should be a priority, I start doing this before I even start the work.
How do I quit a job working for a friend without damaging the friendship? I started working at a software company as soon as I finished school as a junior software developer but was laid off three months later due to funding problems. A month later, a friend who I have known for 8 years asked me to come and give him a hand. He owns a borehole drilling company. The job was initially supposed to be for two weeks but has continued for almost a year. A few months back, he said he will be buying another rig for me to run, which is huge responsibility, but the pay is great. I still don't have my own rig, but I'm running his, but still the same pay as when I started. The pay is not good, I have no benefits, and the hours are long. Drilling boreholes is a very tough job, and I hated it from day one. The reason I'm letting him run over me like this is because he is my friend and he has become so dependent on me, he probably wouldn't know what to do if I had to leave. I've had multiple job offers, offering 6x as much as what I am getting paid now, for an actual decent job that gives me the benefits that I want. I don't want to explode and break our friendship; I would rather approach him decently but I don't know how to. Also, if he was telling the truth about buying another rig, it is a big plan for his company seeing as how much they cost, and if I do leave, how much of a big impact its going to make on the company. How can I tell him I don't want to work there any longer, without breaking the friendship? <Q> Because this job isn't even in your field, it's easier for you to extract yourself. <S> Find a time when the two of you can talk without interruptions and say something like the following to him: <S> $Name, I'm glad I've been able to help you out this past year with what was originally going to be a two-week gig. <S> I value our friendship and that's why, <S> even though this isn't my field, I've been happy to help out. <S> But it's time for me to get back to software development before my coding skills rot <S> and I find I can't. <S> Running a drilling rig isn't where my future lies. <S> It looks to me like (time period) <S> would be enough time for me to finish up the current jobs and help train a successor; does that sound about right to you? <S> This does a few things: Acknowledges the connection and that you aren't just going to leave him in the lurch. <S> Reminds him that the terms changed rather a bit -- he didn't recruit you for a permanent position. <S> Gives him input to, but not control over, the notice period. <S> Don't say "how long do you need me for?"; when he says six months you're going to have an argument. <S> Give him your assessment (be generous) and see how he reacts. <S> (Also, you've reminded him that he trained you in a couple weeks...) <S> "It's not you; it's me". <S> This kind of departure would be much harder if he were running a software company. <S> You can take advantage of the fact that this has nothing to do with your field of study and interest. <S> It also reminds him that your professional clock is ticking; the longer you're not doing software, the harder it's going to be for you to get a job doing software. <S> There's no need to bring up money. <S> In fact, doing that might raise his expectations, thinking he can keep you. <S> It sounds like there's no amount of money that he could plausibly offer you that would get you to stay, so don't even mention that aspect. <S> If he asks, reiterate that it's about the field -- your aspirations are with software, not drills. <S> Nothing wrong with drills -- just not what you want to do. <A> You should accept one of those other great job offers, then provide the proper notice to your current employer (whatever is customary for the job, culture, etc.), and finish like a professional. <S> Thank your friend for the job and the experience and explain to him that, after a year, it's time you got back on track with your original career plans. <S> As an employer, your friend is responsible for his business. <S> Lots of us think we're irreplaceable, but we're not. <S> He'll find somebody. <S> If he does that before your last day, great. <S> If not, it's his challenge to work with. <S> He will never be motivated to find a replacement for you unless you make it clear that you are leaving. <S> If he wants to know why you're not happy, tell him what you've told us: <S> it's not the kind of work you enjoy, and you have lots of opportunities to move forward in the direction you want to go. <S> If it affects your friendship, well, that is the risk of working for friends and relatives. <A> As a professional I would say that the fair way of leaving would be to give him a notice period. <S> Tell him that in 2weeks, a month or 2 months you'll move on. <S> Give him time to take care of the situation. <S> It often happens that friendships are destroyed when the business relationship is over. <S> I've seen a couple of examples of this. <S> It is always up to two people to keep the good relationship. <S> This way you give a chance for your friendship and you may be able to keep it. <S> If he is not fair with you, he is not a real friend and your friendship will break. <A> He's your friend, talk to him as a friend not an employee. <S> Tell him you need to be making more money. <S> Never mind the professional aspects, nothing about this has been professional so far, you don't need to start pretending now. <S> You're not getting any younger.	So just be honest and tell him you don't want to break up the friendship over it, but you need to either be making more money or getting back into your career. Be fair, give him some time and expect him to be fair and let you go by the agreed time. I have seen several friendships during my career that went on to become business relationships.
Sharing Personal External Publications With Coworkers I am new to my current company, but have 20 years with other companies. I am considering presenting some topics to my co-workers, but I think I'd like to share the same concepts with the rest of the world too. I have two different paths I'm considering: Create the presentations as a company asset: I could do it during work, or on work resources, then consider it a company asset. If I do this, then I would like to also recreate similar slides on my own website (on my own time and with my own resources), I still may end up with questions of proper use of company intellectual property. Create the presentations as my own asset on my own website: I would create the presentations on my home computer using home software and documentation on my own time. Once I've created the presentations, I'd publish them to my own personal website, and at some point in the future, present the topics at work too (maybe as a special monthly " lunch and learn " topics) My company discourages us from publishing our company intellectual property without going through lawyers and other review boards. But, in this case, it wouldn't be corporate intellectual property, it would be material acquired from my school/life/prior-employer experiences, and artifacts created on my own time. I suspect some of you will post "consult a lawyer", so I'll preempt that by saying I'm not afraid of hiring a personal lawyer to review my corporate policies, and my current plan is to consult a lawyer before I proceed. But I'm interested to hear what insights this community has, and experiences with independent publishing while employed, then using those public publications in the workplace. Here are some potential conflict scenerios for this: Adjunct Professor at night, who has a day job in industry Technical blogger, who works in the same industry they're blogging about Online Learning teacher, who makes coursework for Udemy or Coursera Professional who joins a professional society on their own and publishes Developer who posts on StackOverflow at night, but programs in the same language during the day <Q> If you're presenting something at a company "lunch and learn" or similar, I'd expect that the company is going to want full rights to redistribute, modify or whatever else <S> the stuff you present <S> : maybe it would be of interest to some people who couldn't make the lunch or the like. <S> If you're coming in and saying the material you're presenting is your personal copyright and I have only limited rights to it, I'm going to have to get the company <S> lawyers involved and that's going to cost real money. <S> At that point, I'm just going to tell you "don't bother" as what you're presenting almost certainly isn't worth the time and money involved. <S> Just create the stuff on company time - it's going to be easier for everyone. <A> For large projects (like a book) the other answers are spot-on: This will probably have to go via a lawyer. <S> However, for a short presentation, you may be able to avoid the hassle. <S> The way I have seen this handled at my workplaces is: You write a brief outline of what you would like to present (a few sentences), and ask your supervisor. <S> What you need to ask is: <S> I'd like to do a presentation <S> / talk on subject X. <S> Is there interest in me doing this? <S> I'm planning on spending about x hours of work time to prepare the material. <S> Is that appropriate? <S> I'd like to also present the material at a conference / user group meeting / gathering of friends / write an article. <S> I'll remove any company-specific information. <S> Is there any concern? <S> If your supervisor signs off on it, you should be fine. <S> If not, then it's the lawyer route, or nothing. <S> Finally, note that if you create the material on company time and/or at the request of your superviser, in most jurisdictions the copyright / usage rights for it will be with your employer. <S> That means that you will require explicit permission every time you use it elsewhere (hold a talk, publish an article). <S> That may or may not be an issue in practice ( maybe your employer does not care), <S> but if you want full control of your material, create it on your own time, without company resources, and clearly communicate that to your employer. <A> Legality aside you asked for experience, here's mine. <S> I have a bunch of stuff I produced in my own time and on my own resources, when I worked for others and even now with clients. <S> If the topic comes up I direct them to my website. <S> If someone in authority wants to organise something more, like a presentation, then fine. <S> I don't try and organise anything myself unless specifically asked. <S> I now have software I produced in use in 11 govt departments here as well as a big chunk of schools in two countries <S> ( I actually think it's a standard install for all machines in all govt schools in one country) and a big chunk of the public. <S> My work sparked interest in other words, but I let it speak for itself rather than push it on people however mildly. <A> The answer will depend, at a minimum, on two pieces of information you haven't given: <S> What type of agreements have you signed, not just with your current employer, but with past employers? <S> Your current employer didn't inherit this intellectual property when you joined, but someone else may own it (and not even know it). <S> This is only likely to even be noticed if you are now working for a competitor. <S> What is the nature of the material? <S> Is this novel, inventive material, or stuff that you could find on the web and elsewhere, even if you've learned it from your own experiences? <S> The first addresses claims you may have to the material, the second addresses interests you or your employers may have in protecting the material. <S> In general, you can be 100% within your rights, and that will not prevent your current employer from suing you, issuing a cease-and-desist, etc.--at least in the US. <S> Why? <S> Because the bar for doing such things is incredibly low, and the cost to a person is annoyingly high relative to the cost to a corporation. <S> So your best bet is to know the answers to above, so you know your rights, and then negotiate from a position a strength.	You may have signed away rights to any intellectual property you create during the time you are employed , not while you are on the clock. The situation of presenting material inside and outside of a company is not that uncommon; most people presenting at conferences present things that come from their work, and that they probably talked about at work previously.
I've received a verbal job offer. My wife wants me to ask for a signing bonus. Is this a good idea? My gut tells me it's a bad idea. When I discussed my salary expectations with this potential employer I told them I was looking for a yearly salary of $85K. When they made the verbal offer they told me the best they could do was $83,200. I discussed this offer with my wife and she feels like since they didn't meet me all the way with salary I should ask for a signing bonus. She feels like a one-time signing bonus might seem reasonable to the employer, since it wouldn't be an ongoing salary expense, just a one-time hiring expense. The trouble is, in my mind signing bonuses are something that you would expect to see in a highly competitive hiring environment, where job candidates have multiple attractive job offers coming from various firms, all of which are scrambling to attract the most qualified employees and doing whatever they can to get those employees to sign on with them. That's really not the case with me at the moment. This employer did contact me, and I do have a comfortable job that I can easily stay in long-term. But it isn't as though I've got recruiters lined up at my door begging me to come work for them. I don't know. Maybe she's right. Maybe I should ask for a signing bonus. I guess I'm just the type of person who feels uncomfortable asking for more money from someone who's already willing to give me a whole bunch of money. So should I do what my wife says and ask for the signing bonus, or should I go with my gut and leave well-enough alone? Either way I'll almost certainly accept their offer. For what it's worth, I'm a software developer, working for a DoD contractor at a US Air Force base. This new offer is also from a DOD contractor and the fact that I already have security clearance is a big plus in the recruiting process. It's probably one of the reasons I'm so attractive to this new company, in addition to my technical skills, of course. <Q> Of course you can ask, but I think you'd be pushing your luck. <S> They've budgeted a certain amount for your annual salary that they say they cannot exceed. <S> It doesn't matter if it gets paid up front or over the year <S> , it's still the same outgoing cost. <S> I wouldn't say that it impacts on your longer term "cost effectiveness", because it's likely you'll be up for performance review and possible increase in salary whenever they do them. <S> In fact, I would probably pitch at it from this angle. <S> Request a performance and salary review after six months when you have proven your worth to the organisation. <S> You may yet still get your "bonus" at that point rather than potentially jeopardising your recruitment. <S> Given that you have a secure job, you can ask and stay where you are if they refuse or don't give a written offer. <S> But I feel you have very little leverage asking for it at this point. <A> The answer depends on your actual worth and abilities. <S> If you are worth more than 85k <S> a year <S> and they are getting a bargain, then there is nothing wrong with asking. <S> If you get it, they will understand soon you are worth it. <S> If you don't get it, they will soon understand why you asked. <S> Now if you are not "settling" and you ask... <S> well it works both ways. <S> If you get it and <S> you aren't panning out <S> don't expect much of a raise for a couple years. <S> And at the same if you didn't get it <S> and you were mediocre <S> , I would be saying "I am glad we didn't give him a bonus." <S> I also might think you have low self awareness. <S> Probably not a positive thing. <S> If you meet the criteria below I would ask for the bonus. <S> competitive field and took less pay. <S> Basically betting that you prove yourself quickly at new company. <S> there are immediate job costs to this new field. <S> I have had sales people ask for this to get a new wardrobe - person going from tech to tech/sales. <S> But this could be equipment costs or whatever. <S> Some companies will give small starting bonuses to cover this, while others just give you a "loan" and you pay it back in future checks. <S> had a significant move for the job left a company where you might have received some bonus or settlement in a certain time span where this needs to be skipped for employment in new job. <S> upper management and you want to prove <S> company wants you company is high risk, so bonus offsets possible future employment gap. <S> you play professional sports <A> This is more of a comment than answer. <S> I would recommend asking for the sign up bonus. <S> If you don't ask you don't get it. <S> I got short changed when my company agreed to for a sign up bonus but removed the relocation stipend. <S> It seems to be a common thing, so something to look out for.	It's up to you to decide if you can or can't live with their offered remuneration.
How do I politely say "Stay out of my office" to people other than my management? Other employees keep coming in my office once I'm gone for the day. I want to leave a note telling them not to be in my office while I'm not there but I don't want to seem nasty about it. <Q> Lock it In all honesty, it's a perfectly polite way. <S> If you have an office, presumably you have a door that locks. <S> You want to get a key first, if you don't have one, but usually housekeeping has a key for cleaning... if not, leave wastebaskets outside your door and make arrangements for vacuuming and dusting. <S> Consider the norms <S> If you are in an environment where people are regularly using your office while you're out - consider whether this fits the norms for your office. <S> There's various reasons why this happens - the culture may be informal, the office may be very short on space so that people are desperate. <S> Most people won't randomly walk into an office for the amusement factor - so they may have some purpose. <S> If you know of particular users of your office, ask them why they are using it -- "I'm just curious... <S> why do you use my office when I'm not there?" <S> If the reason is dumb, they will probably stop. <S> If the reason is a good, they'll probably tell you. <S> Address <S> the problems caused It is hard to say just "don't use my office"... <S> but it's easier when you bring up points for concern... <S> for example: I'm looking for help with keeping my office private. <S> I don't want to curtail business use that is necessary, but I'm not comfortable that my office becomes and open space when I go home for the evening. <S> Multiple times I've found left over cups and food in my office, and my things are moved around... <S> it's frustrating to have to find my things and clean up a mess I didn't make when I come in in the morning... <S> can folks find another place to hang out after work hours?" <S> That gives some clue as to why it's bugging you, and what has caused your frustration. <S> It makes your request sound reasonable. <A> If they are using your office as a lounge then need to put a stop to that. <S> It is not just an invasion of your space but they are not being productive if they are hanging out. <S> Put an inbox near the door or better <S> yet if you have an external inbox then tell them just to use that. <S> It appears that people may be using my office as a lounge when I am not here. <S> There is no purpose to being in my office other than drop of a message. <S> You can use the in box located xxx to drop of messages. <A> There is a reason why people are issued offices, and it's not just for the ego boost. <S> Partly it's so conversations (personal and on the phone) can be private, but also typically we might have confidential documents such as performance reviews and such like around when we're not. <S> I would say lock the door and have a slot installed for papers, if you think that's necessary. <S> Management should be on your side on this.	Check in with you management on whether they need to get into the office, and get them a key if they need to get in.
How Can I Talk Myself Into A Career Change? I've run into crossroads in my career life. After working hard, pulling myself up by my bootstraps and finding something that worked career-wise for me in software development, I still get pulled back into my passion of teaching music professionally. I think that's because the major reason why I pursued where I am now is because I needed purpose and I needed to make money. I had a new family and the most important thing at that time was to help provide for my family; and have more time with them. Now that my spouse and I are in a much better position, I'm finding myself wanting more for myself and can't stop thinking about completely changing my career path once again. I have the ability to hold down my job while I attend one or two courses a semester working towards completing a degree in music education. Once it gets more intense (non-core classes) I will have to start freelancing with development and private music instructions. I'm fairly confident I can freelance while in school without missing out on most of my current income. I've laid out pros and cons but I still have this looming fear that I can't possibly transition from one industry to another. I'm certain that budgeting alone will allow me to afford this change (50% of my current pay, on average) but I still feel hesitant to fail. I feel like mentally I need to change what I'm doing, but I need to find ways to assert that the need is much more than the want. For those out there who have completely switched from one unrelated career path to another, how did you handle the deciding factors? <Q> In General Finding a vocation for which you're "wired" is great. <S> When it clicks, it really changes your work. <S> Not every day is perfect, but waking up excited to go to work, and still being energized at the end of the day doesn't compare to being miserable with a little more money. <S> In this specific instance Making such a big change can be difficult, <S> but perhaps there's a way you can wade into teaching? <S> As a software developer, there's a ton of options these days for freelance or part-time. <S> A remote job with the right employer might be a great option too! <A> I made the switch. <S> There was a little over a year of going back to graduate school in between. <S> My intention was one career change, but I ended up in technology instead. <S> My graduate work offered experience but wasn't in the computer science department. <S> Make a resume/CV. <S> Start looking for jobs. <S> Research how to handle interview questions. <S> Education tends to be seasonal, so you probably have some time. <S> Your ultimate fate could be whether or not you can even get a job as a teacher depending on where you live and your area of expertise. <S> If you get an offer, you'll be forced to make a decision. <S> Depending on the offer, it may be exactly what you're looking for which <S> makes it easier to accept. <A> For those out there who have completely switched from one unrelated career path to another, how did you handle the deciding factors? <S> I went from being a forestry worker, to going to University as an adult, through a whole bunch of steps to now a network engineer. <S> I've had a bunch of other jobs as well since I didn't have a revenue stream such as freelancing. <S> So I was a bouncer, furniture mover, and anything else I could do for money while I was studying for 4 years) <S> For a chance at a better life, or even just a change from something that was starting to irk me. <S> I'd make a plan and take the risk. <S> Now I have a wife and kids <S> I take smaller risks and plan a bit more carefully, but so long as you have the wifes support something will always work out, it might not go exactly as you planned (I spent months cleaning offices at night time to pay bills at one point) <S> but so long as it works is my policy. <S> You're responsible for others though, so plan as carefully as possible and try and have a safety fall back if need be. <S> The hardest part is leaving the comfort zone and 'doing it'. <S> But it's only one small step, just make it and believe in yourself. <S> Get the wife on board first though, or it's all going to go South. <A> First off, I know it's possible because I've done it several times. <S> Desperation brings inspiration. <S> I was such a curiosity at one agency, several people wanted to meet me just to see what I looked like. <S> From my own experience: Talk to people in the new field in which you would like to work. <S> Get tips, ask them if they know anyone who has made the switch into that field from another. <S> Audacity is the key here. <S> Anyone who sees your fire will be impressed, and inclined to help. <S> You have to come across as wanting this more than you have ever wanted anything. <S> People respect passion, and again, are more inclined to help. <S> Ask people for "advice" or "help" but not for a job lead. <S> One may come up, but people feel put upon if they think they are going to be put in the position of helping you find a new job. <S> It's a subtle distinction, but an important one. <S> Start any and all side work you can in your new industry. <S> You'll make connections and it will help you build a reputation. <S> Make it a reality in your mind. <S> Write down your new occupation/title and put it somewhere in your house where you will see it every day. <S> This sounds like bunk, but it really does work. <S> It was one thing I did <S> that helped me get past what the stroke did to me. <S> Don't ever think about the money, it will come in time but never if you use it as a gauge to your success. <S> There are plenty of CEOs from Walt Disney on who at one time didn't know where their next meal would come from. <S> Your determination and drive is what will sustain you during a career reboot. <S> Start reading industry magazines, learn as much about what they don't teach you in class as you can. <S> KNOW that the only thing that can stop you is you, get out of your own way. <S> Finally, Think of picking up the book "What color is your parachute" as it goes into this very topic in depth. <S> GOOD LUCK!	You have to start looking for a job in the new field. Try looking at local colleges and see if there's a night class you can pick up and try it out. The deciding factor for me was always quality of life and revenue.
How do I send out feelers about telecommuting? I'm working in the United States for a small company. It is not unlikely that, several months from now, it will be beneficial for me, for family reasons, to move to another city. I wish to broach the topic of telecommuting (working remotely) with my employer. (I don't do anything that technically requires me to be in the office, but of course my employer prefers people to be in the office for accountability, camaraderie, morale, easy consultation, or whatever reasons it has. Currently, no one works remotely full-time (although people do so occasionally).) I would like to broach the topic with my employer now, so that I know whether I'm able to move. (If my employer refuses to allow me to telecommute, then the cost of moving will outweigh the benefit, and I will not move.) I can think of a couple of ways to broach this topic: Be honest. "It's likely that it will be somewhat beneficial for me to move, etc. Can I work remotely?" The downside of admitting the likelihood of my wish to move is that, if my employer refuses my request, it may start to view me as a quitting risk, and begin to seek a replacement (or partial replacement(s) for various aspects of my job), eventually firing me or at least not promoting me. Another downside is that, by specifying that I want to move and not that I absolutely must, I'm giving them less incentive to grant my request (assuming they want to keep me). "There's a slim possibility that I'll absolutely need to move, etc. Can I work remotely?" The first downside from #1 exists here and may even be more likely since I'm saying the move may be necessary (or may be less since I'm saying the probability is slim). The second downside from #1 is gone. "It's likely I'll absolutely need to move." The first downside from #1 exists here and is even stronger. The second downside from #1 is gone. "There's a slim possibility that it will be somewhat beneficial for me to move, etc. Can I work remotely?" This has the first downside from #1, though weaker. It also has the second downside from #1, stronger. Plus, it sounds rather wishy-washy. There may of course be other options. (And other up-/downsides to the existing options.) What do you suggest? If it's relevant, the person I would ask would probably be the CEO. That is not whom I report to most regularly, but he is aware in a general sense of much of what I'm doing. (Like I said, it's a small company.) I see the answers to " How should I bring up working from home? ", but they are more general (not about someone with a specific reason to move cities) and about a limited-telecommuting case (working part-time remotely, not full-time). <Q> Well the first thing is that before I asked something like this, I would make sure that my performance is really strong. <S> To be a pioneer in something like this, you have to be someone whose work they implicitly trust and definitely want to keep. <S> I personally would not worry about being viewed as a a short-termer if they they turn you down unless you know the CEO is a vindictive type. <S> If you are good performer, those are harder to replace, so there is no real incentive for them <S> do so. <S> If it happens while you are telecommunting, so much the better. <S> Then be honest about whatever family issue is going to make you want to move. <S> Be honest about if it is a temporary situation (like a dying parent) or a permanent one like your girl friend getting a new job in another city. <S> Tell them that you aren't sure yet if this will be necessary but might need to be able to handle this personal issue by moving if it became necessary and ask if they would consider letting you telecommute if you had to move. <S> Tell them why you like the company. <S> Remind them that you have occasionally telecommuted and not had a problem with keeping up your work. <S> Then see what the CEO says. <A> Small offices are less likely to want you to do this than bigger ones I would think. <S> There are the obvious reasons why it's better to have staff on site. <S> I would go with honesty, but that's just a personal quirk I have. <S> The downsides with that are as you stated, plus it's much less likely <S> you would get promoted anyway if you worked remotely. <S> And it's more likely that others might be given some of your tasks, leading you to eventually become unneeded. <S> So whether or not the boss grants you permission you still run the same risks. <S> I'd weigh very carefully how beneficial the move will be, and if I did move, I would be a quitting risk, because I'd much prefer a local job, even if working remotely I'd prefer to be at a local company. <S> You may differ, but you don't really know until you're away in a new environment. <S> One thing I have noticed about remote workers since I employ some. <S> Is it's much easier for me to fire them <S> , they mean much less to me as human beings. <S> Again that may just be a personal thing. <A> Honesty is the best policy, but you also have to frame it in a way that it will be beneficial for the company to allow you to telecommute. <S> First, you have to prove that you can do it. <S> Just because someone is a good employee doesn't mean they will be a good remote worker. <S> Start by asking them to test out remote "days," ie. <S> every Wednesday you should work from home to work out all the kinks in the system. <S> Find out what software you need, which contacts you need to have, etc. <S> Right now I use a software called Hubstaff that allows my clients to see my time reports (I'm paid hourly), randomized screenshots, activity levels and more. <S> It's all about transparency-- <S> even more so when you go remote (counter-intuitively). <S> Then, let your company know how they will benefit from this. <S> For example, if your office is running out of space, let them know that by working from home you'll be taking up less of their in-office resources. <S> You will provide your own computer, lighting, Internet connection (make sure it's secure), and other equipment. <S> You mention that your boss prefers people to be in-office for camaraderie, but point out that often all the office interruptions hinder performance/productivity. <S> If you're getting interrupted multiple times a day, you are less likely to go in-depth into your tasks. <S> Jason Fried from Basecamp gives a great TED talk about it, and he said one option is to make your communication passive-- <S> ie. <S> emails, IMs (messages you can get to in your own time). <S> Hope <S> this helps, I've been freelancing for 3 years now with 5 long-term clients, so I'm happy to answer any questions you have. <A> Try something like this... if it is relevant. <S> Boss, I would like to telework for a week, maybe next month, so that I can spend some time with my brother with a new baby / <S> sister getting married/divorced / aging parents , grandparents . <S> This is a little trial for both of you. <S> See if they go for it. <S> See if it works for you. <S> As a bonus, you'll get to spend time with family.	Timing may be critical, so first you may want to do a little of that part-time telecommunting and show you can be trusted to telecommute and then wait until you have done something that has them particularly happy that you work there. Tell them that you would prefer to stay with the company if at all possible.
How to handle one-man department refusing to expand The Situation The company is a start-up, and is approaching the 50-employee milestone. We have an IT Guy who handles hardware for the entire company - workstations, on-site and off-site servers, you name it. He often works odd hours due to the need to take down infrastructure that we rely on during the day, which means he is often unavailable to address problems that arise during the workday. Small problems, such as a dying PC fan, that should be fairly easy to deal with go unaddressed for months, if he ever gets around to them. Larger issues, like upgrading a dev server, may get held up for months. In other words, there's too much work for one IT person to accomplish, even if they regularly work 50-60 hours/week. Every time anyone mentions hiring a second IT person to him, IT Guy clams up. So far, there hasn't been a productive conversation with him about getting, for example, a junior IT person to take over the small, day-to-day stuff. Upper management is not ready to press the issue. Basically, when IT Guy clams up, they let it slide. They've done this so often that my manager won't even bother bringing it up. Now the clincher. I'm not a management employee, just one of the programmers. The Question As a non-management employee directly affected by IT Guy not being able to cover his responsibilities, what can I do to try to get upper management to do something to address the problem? <Q> Upper management is not ready to press the issue. <S> Basically, when IT Guy clams up, they let it slide. <S> They've done this so often that my manager won't even bother bringing it up. <S> As a non-management employee directly affected by IT Guy not being able to cover his responsibilities, what can I do to try to get upper management to do something to address the problem? <S> Management has decided (for whatever reason) that this isn't an issue worth solving. <S> Thus, there isn't likely much you can do about it directly. <S> That said, your best course of action is likely to document and point out each instance where you are directly affected. <S> If your computer is out of commission, and the IT Guy isn't able to get to it in a timely manner, then tell your boss about it. <S> Make sure you let at least your boss know every time this happens, and how much productivity you lose each time. <S> Perhaps, the next time budget planning occurs, the issue will be addressed. <S> Perhaps not. <A> Given the circumstances, there's not a whole lot for you to do. <S> Obviously you should tell your manager every time there's a delay or other problem that you are waiting on the IT guy to solve. <S> It will escalate far more quickly if you are 100% blocked from doing anything. <S> As the problems pile up, management will take notice and eventually solve the problem. <S> The amount of time this takes is dependent on how back logged the IT guy really is. <A> Don't push this too far, it's not your business. <S> If you have an issue with the machine you use, then pressure for that to get fixed. <S> Complaining overall about the IT guy not being able to handle his job, however well meant is not going to go down well with some people. <S> You may not be aware of all the facts. <S> I handle much more than 50 machines, servers and peripherals in multiple locations without too many problems except for those times when everything decides to break at once, and even then I handle it. <S> Mention it to your manager if you feel the need, <S> but I would advise not taking it further than that. <S> This is an issue that management are already aware of, it's up to them to fix it, not you.	If you indicate that you are sitting on your hands due to IT often enough, it might get management attention.
How to manage change and expectations with customers My team is implementing the software of our company with new users. Recently, I've implemented our software with a bunch of new users who were working with a different software from another company. They are complaining loudly about our software, saying that they were used to the old software and saying that our software is implicitly bad. They are calling us on an almost daily basis, taking a lot of our time and energy in support and at the end of almost each call, we have to listen to their rants. One of the solutions is to add some functionality to make our software like the old software they worked with. However, thinking about it, if my company does that for every customer we will be spending a lot of time and resources, pleasing customers who are treating us badly. I'm hearing their complaints but I don't know how to bridge the gap between what they want, e.g going back to the old ways, and what we can do. Are there other ways to satisfy them, in terms of customer care and change management? Should I let them "rant" even knowing it is bad customer care? Last but not least, how should I manage their expectations in respect of Change. Please find my update as requested in comments Who is responsible, at the customer's company, for managing the change of software with the users? Usually one senior person who is, most of the time, not familiar with software implementation , he/she is more a senior figure who rose through the ranks. Who is responsible, at the customer, for accepting the functionality of the new software despite the fact it is different to what they were using before? Usually that same senior person with the IT manager of another town hall. Both drove the change. From my perspective and that specific customer, it was poorly sold internally and that IT manager who is part of another town hall , is part of the IT department of the region and should have not a say but as he was part of that region, he is a god-like figure. The final users were barely trained for cost reasons and not ready for all the changes. For the sales and acceptance process, the process goes as following: Client sets a RFT. We create a word document, detailling what our software can do. Once done and if we are selected, we go for a public audition with the competitors where we show our prototype. If it goes well, we won the bid. Starts the implementation phase. Size of the client? It depends. It can go with 2 or 3 people for small town up to hundred of people for bigger town. As we try to make more business, we are going for bigger market... My company is a small one but we are gaining momentum. Therefore bigger markets means change for us , too. <Q> What you are asking has nothing to do with the workplace, but it has everything to do with running a profitable business. <S> But you can help a bit. <S> Find out who in your company has the responsibility for what your software does, has the power to tell your team what changes to make, and the responsibility for the cost. <S> I would very much hope that that person follows the old rule which says "The customer is always right - as long as the customer pays ". <S> Find out who in their company is the contact who would discuss requests to make changes. <S> That one is the person who the one responsible in your company would talk to and nobody else. <S> Unless you have a contract that says you have to listen to the complaints and rants of every single end user (in which case you are FUBAR), tell those complainers firmly but politely that you are not their agony aunt, and their complaints should be directed at the contact in their company. <S> Making changes because an end user complains to you, without the person in charge telling you to make that charge, is madness. <S> You are not appeasing them, you are encouraging their behaviour. <S> "Answers are no ones. <S> For future customers, we have internal peoples who will be dealing with the change process. <S> But what can we do for existing customers...? <S> Should we ask the customer to name one?" <S> Bloody hell. <S> You put yourself into a massive hole there. <S> Should we ask the customer to name one? <S> And then you better check what your contracts say, because I can see this situation becoming very, very expensive if you don't stop it. <A> This might not be the correct answer as I've never owned a business, but I have worked for them! <S> It seems to me that you sold a product to your customer - they knew (or should have known) in advance what they were buying... <S> (Have they paid yet? <S> ;) ) <S> If they need changes to the new software to make it more like the old software, then that is additional work for you and - unless you agreed to do it as part of the sale - you should charge extra for it! <S> This is what contracts & specifications are for! <S> Now you may want to just make the changes for free as a gesture of good-will and to maintain a happy relationship with your customer (maybe they are planning future purchases from you), but that's up to you really <S> , you're not obliged to. <S> If I buy a car and it doesn't have a CD player, I can't really go back to the seller and complain that because my old car had a CD player, he should provide one to me too... <A> The most obvious answer is that you shouldn't have created "bad" software to begin with. <S> I've run into more than my fair share of that <S> and it is far more frustrating to your customers than to you as the customer tends to not have a clue what is going on "under the hood" and they have no ability to figure it out since they don't have the source code. <S> Just keep that in mind when getting annoyed with your customer. <S> But now that you are "stuck" with each other, your best bet is to find a way so the customer can easily submit problem reports. <S> Calling on the phone is in nobody's best interest unless you can actually help them in real-time. <S> Which is probably doubtful. <S> Frequently, just having the ability to submit a problem report quells the user's frustration. <S> Then it is just a matter of responding within reasonable time frames. <S> e.g. We plan on fixing this by xyz date. <S> We aren't going to fix this. <S> Did you try abc? <S> yadda... <S> yadda... <S> The other thing you can do is make sure you have decent documentation. <S> I am currently working with a company that only reports error codes. <S> Their documents have a large number of error codes listed. <S> Guess what....none of the error codes I run into seem to ever be listed in that documentation. <S> Also, 95% of the error codes in the documentation don't tell you why you might be getting a particular error code. <S> So my only option is to call or email. <S> I usually email first, if they don't get back to me soon then I'll call. <S> Being a pain in the .... customer frequently is the only way to get any action to take place. <S> This can go a long way in changing the mindset of your customer to start thinking like you want them to think instead of their previous products' way of thinking. <S> Face to face training would be preferable. <S> It seems that once people have actually met each other in real-life they tend to be nicer to each other.	You call the customer and tell them that what is happening is unacceptable, that you will not take complaints from end users, that they need to appoint one person to handle this and won't talk to anyone but that person. Another option is to setup a training session or multiple sessions.
Termination with Cause, how to answer in interview I was terminated for watching inappropriate content in the company laptop. I talked to HR and they told me they wont release the reason of termination or even that I was terminated. They will just release the dates of employment, my last position title and my last salary. What should I answer in the application form to the question reason for leaving? And what about in the interview? I was thinking to say that it was a voluntary separation (quit) but it is difficult to come up with an explanation when my salary was $150k (including bonus) and I would be willing to take jobs starting in $60k. I can also say that I was laid off for many reasons. However, it won't be a little suspicious that when they call the HR of my last company they only release dates of employment, title and salary? <Q> There's not much we can say to help you. <S> You can always spin it in your favor and hope they don't go digging too hard: <S> Interviewer: <S> So why did you quit Company XYZ? <S> You: <S> It was a great place, and I enjoyed my time there, I really learned a lot. <S> However, I found that I wasn't really a good fit for the company culture. <S> However, let's be real: if they know you were making twice as much they're going to be suspicious. <S> Your best bet is not to reveal that information , advice I would give anyone going into an interview, not only yourself. <S> I, for example, personally make a point to refuse to state my current salary - only my salary goals. <S> I hope that you can get away with doing the same where you're from, and that you can ask your former employer to withhold salary information as being personal data. <S> If you can't, then you may wish to tell a half truth: <S> Interviewer: <S> So why did you quit Company XYZ? <S> You: To be truthful, the reason I left company XYZ is because I was terminated for cause. <S> The fault was entirely my own: I used the company laptop for personal entertainment, and it was a violation of company policy, even thought it happened on my own time. <S> I learned a lot from this incident, and ... <S> (you tell them how sorry you are, and how much more mature you are now) <S> In this situation it's very important to: A) <S> Downplay your offense (make it more like you were playing video games than doing .. other things) B) <S> Thoroughly explain how you've "learned your lesson", and would never do anything like that again If you're at all suspicious about what the company might say if contacted for comment you could potentially ask a friend to call, pretending to be a recruiter. <S> Some people do this, some people think it's silly. <S> You decide if it makes sense for you. <A> A potential employer is probably going to ask if you would be eligible for rehire -- how would your HR answer <S> that question? <S> "Misuse of IT resources" is probably all you need to say if really pressed. <S> I didn't get along with one of my previous supervisors (several jobs ago) and was eventually let go, <S> and I've always answered honestly (though I really didn't get asked about it very often): "differences with management." <S> Being fired cost me one job offer as far as I know, but I still found something else fairly quickly and it hasn't been an issue since (Especially now that it is many years in the past). <S> As an aside, if you were making $150k, you should have been able to afford your own personal laptop/tablet/etc. <S> for watching 'inappropriate content.' <S> , if that's really something you need to do (if this habit has cost you at least one good job already, maybe you should find something else to do with your spare time, or get some help if it has become an addiction for you). <S> I'm amazed people still get caught doing this sort of thing. <A> Say that the company reduced staff (you). <S> It's not a lie. <S> If you say it was voluntary, then they're going to press you on the issue, which will lead to your having to explain what made you want to leave. <S> To be honest with you, it's a hard one to overcome. <S> The bigger red flag to HR departments would be a willingness to take such a huge pay cut. <S> Do NOT advertise that fact. <S> Also, get to doing volunteer work ASAP. <S> It ALWAYS looks good on a resume and will fill the gap as well as giving you something to focus on other than your last employer <A> I would not mention why I was released. <S> As long as you have learned your lesson, what good would come of it? <S> I find "I left the company because I felt like it was time for new challenges" is a reasonable response. <S> Regarding the salary difference, "The salary was great <S> and I'm going to miss it. <S> But wasn't worth the negative effect on my life."	My advice is to not volunteer anything, but be honest if asked directly. I left my previous job because of the negative affect on my health.
How to ask co-worker to stop vaping? I asked a question here about vaping. I realize that there is a lot of opinions about it. Rather than get my boss and others involved, I want to approach a co-worker directly about his vaping. At first I told him I didn't have a problem with it when he asked. But his "vaping" has increased greatly. We share an office and it's getting unbearable. I recently realized it was illegal to "vape" in the workplace where I live. My company doesn't have a specific policy on it. We are a small company and have a "employee hand book". How can I approach my co-worker and politely ask him to stop vaping? I want to be nice about it because we will continue to work together often. I feel he will be reasonable, so I don't think it will be necessary to get others involved. However, I know that others in my office vape(but they have their own office). I prefer they didn't, but don't know how to stop it. My immediate concern is my office mate. I don't want to use the law as my rationale, but will report them if necessary. <Q> Be honest, friendly, and direct. <S> What you've said in your question is a good start: <S> At the beginning you didn't have any objection, but as time has gone on you've realized it does affect you negatively. <S> It's entirely possible that your co-worker has no idea you're bothered by his vaping, since you initially indicated it wasn't a problem. <S> So I wouldn't be surprised if your co-worker were to be accommodating to your request. <A> Let's boil this down to the core problem. <S> You say you don't like his vaping, but I'm assuming that it's the smell that's the problem <S> , right? <S> If he was vaping and you couldn't smell it, you wouldn't care? <S> Therefore, talk about the actual problem, which is the smell. <S> Talk about its effects on you and ask him to stop. <S> "I'm sorry, Dave, but that vape smell is a huge distraction to me and it's making it hard for me to get my work done. <S> Could you please go do that somewhere else?" <S> In fact, you can even use the words you used in your original question. <S> "Dave, at first I didn't have a problem with your vaping when you asked, but now it's getting unbearable." <S> If you make it be "Dave, stop vaping" <S> then it sounds like you're judging him for vaping. <S> Don't say "You're vaping more than you used to." <S> You don't want him to get defensive about it. <A> I once had a (new) co-worker who used a huge amount of perfume. <S> You could tell she was coming 25 feet away. <S> Several of us asked her to cut-back on the perfume - she was receptive. <S> This being said - I'm surprised (at least in the US) <S> that vaping is allowed in the office.	Try to keep it the resolution between yourselves as much as possible -- once you escalate, things can start to go south in terms of working relationships. Yes, most definitely talk to them without passing judgement on their actual behavior. Think ahead of time what kind of compromise, if any, you would accept, so that you're not pressured into making an agreement that you'll have to walk back eventually.
Interview - 'spinning' a dysfunctional workplace As a hypothetical question: I worked at a dysfunctional place - constant crisis mode, crunch time, etc. As just a "minion" I didn't create or have any influence over deadlines and such. (I didn't cause the crunch time!) How could I word it in an interview to get across that I acted decisively, responded to constant changes, did everything necessary to meet deadlines, always acted as a "team player" etc. Without seeming to bad mouth the company or give the impression that the crisis was my fault? I want to be able to say (in effect) I'm so great I did X,Y and Z despite this situation. Without being negative about the situation! Edit2: I'm not sure I understand what it is to "badmouth" a company then. As I see it, saying XYZ was screwed up and I rode in and fixed it (or whatever) is trash talk? <Q> Have C.A.R (Challenge, Action, Result) stories ready and don't be afraid of painting a grim picture. <S> The challenge in each situation is a time where your workplace was in crisis, then talk about the actions you took, and the positive result that came from them. <S> Phrase it that way, and it's always positive. <S> You're not bad mouthing <S> the company by saying it was a challenge, and you're certainly not looking as if you are to blame if you took action that got results. <A> Not all workplaces are the same and even in the best of breed organizations, there are projects doomed from the get-go. <S> It is called real life. <S> I would word it as, as a junior employee, I found myself assigned to a project which did not have well defined goals and good measurements and reporting. <S> Hence the project was behind schedule all the time with a lot of rush events, none of which came as a result of my actions or lack there-of. <S> And as a side story, I would create a scenario, how it should be handled if I were in charge of the project, if you are really up to it. <S> Because, under the circumstances, you will be asked to give an example of bad decisions, making the project fall behind schedule, followed by "how would you have handled such a situation, if you were an influencer/project manager?" <S> This is not bad mouthing the company or coworkers. <S> It is a reality even the best of us had to deal with few times (hopefully not more than a few) in our professional lives. <S> I chalk them up as experience to learn from. <A> I would say something like: <S> It was a dynamic environment with a really fast pace. <S> The short deadline cycle helped me develop as a team player and make good decisions under pressure. <S> It really helped me grow into a stronger {your position here}. <S> This has no note of complaint but any interviewer with a brain will be able to deduce what that environment really was. <S> If you go this route be sure to maintain this tone when you give examples from your time in this workplace. <A> it's management or other leaders fault, so just focus on what you did. <S> There is no need to bad mouth anything. <S> You adapted to changes, you handled crisis situations beyond your control etc,.	There are code words that can be used to describe a workplace as chaotic without openly badmouthing the place. As a junior employee it's never your fault, anything goes wrong Make sure you learned something from this experience and can put it positively, as in not to do this and that to prevent finding yourself in a situation like that.
Retroactive compensation for weekly meetings whose hours were not logged I have worked as a freelance developer for a startup for 22 months. I have a weekly meeting with my manager for 1 hour, so 4 hours per month. Since I started this freelance work, I never added these meetings to my hour sheets. I suppose that I never really thought about the meetings as hours-worked for the company (this is my first time freelancing). The recognition finally hit me when having a meeting with another employee, for which I was compensated. The total 'missed' hours at this point is 90, which is a pretty big number considering that I work part-time about 30-40 hours per month. I would like to pitch to my boss that I would like to be compensated (retroactively) for these hours, but it's my fault for never logging the hours so I feel that I may not have any right to compensation at this point. Furthermore, it would be a decently large sum of money that would be paid all at once, as opposed to spread over 22 months as it should have been, so that may cause problems for my employer even if they wanted to pay me. Do I have any right to ask for retroactive payment, considering that I forgot to log the hours? Should I ask for compensation? If so, is there a preferred method for asking? <Q> I think there is an issue here and it is mostly on you. <S> If this were just a few times then it is easy to say, "I forgot to add those hours into the bill." <S> But you have started a pattern. <S> And as a client they could easily have used that pattern in their decision making process of using you or not. <S> So in theory the free counseling could have tipped them - it shouldn't have but it could have. <S> I would simply breach the subject with the client. <S> I would do this in person if you can. <S> If you are lucky, your contact is playing with someone else's money. <S> If they act like they want to make amends then I would offer a discount because it was your issue (I am thinking something fair would be 50%). <S> If the client simply acts disgusted or is negative - which they should be because you are dropping a huge money bomb on them - then I would personally chalk it up as a learning experience. <S> I would then act like the purpose was to just inform them that they will be billed for these meetings in the future. <S> It is highly likely they won't like this either but <S> this is the price of hiring a freelancer. <S> I could see a client making these meetings once every 2 weeks if they are concerned, which might be good for you too. <S> As a fellow freelancer I have too made mistakes about not charging for meetings. <S> Sometimes given the opportunity or the amount of work involved I may just waive these costs and work it into the hourly rate. <S> But the mistake was yours. <S> If the client has a budget for your work they should not have to suffer. <S> Really this is about your own accountability and reputation. <A> It's entirely normal for businesses to have billing errors caught in an audit that result in retroactive billing. <S> It's also possible this will cause some hard feelings. <S> As legitimate as the charge is, you have to weight the cost against your business. <S> Is it worth cutting this discount to keep the customer? <S> Waiving the retroactive pay may seem expensive, but you lose the customer, how much will that cost? <S> Roughly speaking, you're looking at a 10% forgiveness, which is probably worth keeping the goodwill. <S> You can cash in on that by letting the client know. <S> That does two things--it lets you play the good guy for saving them money, and it lets them know you'll be charging for the meeting moving forward. <A> It really depends on what you want and what you will agree to, and what the client wants and will agree to. <S> First, check into the relevant laws for your country and state/ province/ whatever. <S> Although I do NOT think it likely in your case, there could be laws that bar you from collecting for some of the prior hours on the grounds that they have been unbilled for too long; how long is 'too long' may vary by the type of bill. <S> A few keywords: "(Doctrine of) Laches", "Estoppel by Laches", and "Time-barred debt". <S> Then when you talk to your client, stay honest, and ask your client what he suggests. <S> ("I only just realized that I have never logged my hours for our weekly meetings. <S> How would you like me to handle this?") <S> Depending on the answer (and the mood) you get, and how close it is to what you feel reasonable, either implement the clients' suggestion or make an alternate suggestion. <S> The possibilities range from the extreme (you drop it because you think the client may fire you over it, or your quit and sue the client), to the more equitable. <S> You may (or may not!) <S> want to offer to drop the first year charges entirely, or everything before <S> x months ago, to make the rest of the debt more palatable to the client. " <S> Since I was the one who dropped the ball on this, why don't we forget everything before this past year..." <S> (or six months, or eighteen months, or whatever you decide if you go that route). <S> Be flexible on repayment arrangements, especially if the client is cash-strapped, but once you have reached an agreement, stick to it. <S> Do not let your client 'forget' to repay you, or to delay the payments on the older debt (beyond any provisions you agreed to). <A> Some contracts include clauses indicating how far back you can bill. <S> Check yours. <S> I would tell the client that you're going to start charging for the meeting before putting it on an invoice. <S> Give them a chance to respond. <S> It's possible they may want to limit the meetings or cancel them altogether. <S> Some consultants don't charge for initial quotes, but usually includes that charge if the client decides to work with them. <S> You don't want to continue anything for free for too long. <S> Clients don't appreciate it as much as you think.	If your client is unwilling or unable (start-up!) to pay a lump sum, you could arrange to bill the unpaid work over a longer period, either by billing for the current hours plus X hours of the unpaid for each week, or by the client making several smaller lump-sum payments.
Want to negotiate pay raise even though I'm leaving in six months I've successfully completed my first year and a bit and am scheduled for my yearly performance review. During it I'd like to open negotiations for a pay raise. However, I'm planning on moving to a different state in about half a year. My employer doesn't know this, but I'm thinking that I'd still like to negotiate a raise based on my performance, which my boss and I already agree is great. Is this unethical? Tacky? Ill-advised? Am I selling myself based on future value that I know they will not receive and am therefore committing a type of fraud? <Q> Is this unethical? <S> Tacky? <S> Ill-advised? <S> Am I selling myself based on future value that I know they will not receive and am therefore committing a type of fraud? <S> No, it's not unethical, tacky, or ill-advised. <S> And it's certainly not fraud. <S> Whenever you are in a performance review, it's a good time to seek a raise. <S> In many shops, an annual raise is pretty much automatic anyway. <S> And while you are planning to move "in about half a year", you don't know what will actually happen that far off. <S> You might decide not to move. <S> You might decide to move sometime further in the future. <S> You might even decide to move and see if you can continue working for your current employer (in a different division, or perhaps even remotely). <S> I believe everyone should see if they can get a raise every time they are having their performance reviewed, unless they have already publicly announced their departure. <S> To me, this is just good business. <S> Employers often base their offer on your most recent salary. <S> Having a higher starting point adds up over the years. <A> The only thing that would make it unethical is if you negotiate with "if you don't give me a pay-rise, I will look for another job". <S> That should be treated as a commitment to stay for at least a year (unless there is a significant change in your circumstances <S> - eg a partner moving to another state). <S> However, if you go in with "I think I've done pretty well over the last year <S> , do you agree I am due a rise? <S> ", there isn't a problem. <A> This only becomes unethical (or worse) if the condition for your pay-rise is you extending your term, implied or otherwise. <S> Examples: Taking on additional responsibilities for completing finite projects that will clearly take longer than 6m. <S> Explicitly signing or saying you'll be there for an amount of time when you wont. <S> As Martin says, using a hypothetical move as an explicit catalyst for the negotiation. <S> Otherwise just consider it as negotiating for your pay for the next 6 months. <S> Just because you currently think you might not be there next year, doesn't mean your time up until your departure needs to be capped as penance. <S> Well beside the point that if they give you a rise it may make you reconsider what happens in 6 months. <S> You may demand more money from your next post. <S> You may decide it's better staying put.	It's important to get your current salary as high as you can if you are planning to seek new employment.
Should I resign if I feel I have completed my job and will no longer have work to do? I'm a web developer/designer. I was hired for a full-time, permanent position by a small company to help them design the interface of a web application. However, after about 6 months, I am basically "finished". I've styled the application, re-did the company website, created marketing materials, logos, ect, ect. I'm starting to feel nervous about my lack of work, as I believe I have scraped the bottom of the barrel, and I am nervous about telling them because I don't want to be fired unexpectedly. If there is more work in the future, it will come by slowly and would be more appropriate as contracts with an hourly rate. What is appropriate to do at work when there is no work left to do? If I can't find another job, should I resign anyway? I took this job for the chance to build up my portfolio and hoped to stay for at least a year, but I can't really do much if there is no work left for me to do. <Q> What is appropriate to do at work when there is no work left to do? <S> It's extremely unlikely that your company hired you solely to do a 6-month project and nothing else. <S> Otherwise, it would have made far more sense to hire a contractor. <S> Talk with your boss. <S> Ask what you should be working on now that the web application interface is "done". <S> Perhaps it's not as done as you believe. <S> Perhaps there will be a version 2 coming. <S> Perhaps there are other websites to be built, etc. <S> The only way you can know is to ask. <S> Do it now. <S> If I can't find another job, should I resign anyway? <S> I would almost never advise someone to resign until they have a new job waiting for them. <S> First, it looks bad to a potential employer. <S> Many hiring managers tend to favor people for whom work is important. <S> Leaving without a new job waiting can send the message that you just don't care much about working. <S> Second, unless you don't need any money it can put a strain on your finances, forcing you to choose a less-than-optimal job just to make ends meet. <S> If that becomes a habit, you can be viewed as a job-hopper and become that much less employable. <S> Far better to find your next job <S> , get and accept an offer, and have a firm start date, <S> then give your notice and leave. <S> I took this job for the chance to build up my portfolio and hoped to stay for at least a year, but I can't really do much if there is no work left for me to do. <S> If you don't ask, you can't know if there really is no work left for you to do, or if you just don't see the work that is there. <A> My advice if you like the company: create more work for yourself. <S> Make what you have done better. <S> create better reporting around your sites and develop ways for your company to see these things. <S> branch out into other related areas of your company. <S> Maybe they have an internal site that needs work. <S> Maybe they don't have an internal site but need one to handle docs/knowledge base stuff. <S> automate human tasks or make human tasks more reportable and easier to do. <S> learn more dev skills to do simple programming and changes so that you can work some open source code into your company's workflow. <S> The point is if you are good web development and given that you seem to work quickly - there is always work to be done at any company. <S> The next question you ask on here is "How do I help out another group at my company without stepping on toes?" <A> What's better: Sitting around in an office, doing nothing, and getting paid, or sitting around at home, doing nothing, and not getting paid? <S> If you prefer having money (as 99.9999% of people do), don't resign. <S> It seems what you want to do is premature. <S> I could see you handing in your resignation, and your boss says "what a shame, we just decided to do three more projects that would have taken you a year, now we will have to find another developer, good bye". <S> Don't assume things. <S> If your boss wants you to leave, he or she will tell you. <S> If they don't tell you, they don't want you to leave. <S> It's also better in many legal and financial ways if you are laid off instead of resigning. <S> For example, if you resign you might not get unemployment benefits that you would get if you are laid off. <S> Meanwhile improve your position by finding other things that you could do that would be useful for the company. <S> One would be improving the website, one would be finding other things that could be usefully added to the website. <S> Find out how your company can extract more value from the site. <S> Find out how customers use it and what stops them from giving money to your company, and remove those obstacles. <S> If you do anything useful, tell everyone loudly about it <S> so they know you are valuable. <S> Even if you are looking for a new job, that's much much easier when you are still employed. <S> If a company could hire a person who says "I want a new position because my old one isn't challenging" and another who says "I need this job because I resigned and can't pay my bills", who do you think will be offered a better salary? <S> The one who has a job already, obviously, because they need to offer enough to make them leave the previous company. <A> Talk to your boss about taking on new projects and new responsibilities. <S> Ask to cross-train and the possibility of becoming a backup to one of your coworkers. <S> That way, whether you stay or leave, you're increasing your value as an employee and growing your skills as well. <S> It will demonstrate that you are a go-getter and that never looks bad. <S> As for things to do on work time, you could also research the industry you are working in, and modify the website based on any trends you see. <S> You could look at competitor's websites and see if they have anything you may have missed. <S> You can research new web technologies and methodologies. <S> It is a HUGE red flag, and as an interviewer, I would have some very tough questions to ask you after "Why did you leave your last employer? <S> " <S> Tell me that you left because you were finished and resigned <S> , I'd ask: "Really, who maintains the website?""Did <S> you train <S> your replacement?""Why <S> couldn't you find other opportunities within the company you left?" <S> And a few others based on your response.	It's appropriate to ask your boss what you should be doing. But never, EVER resign from a position without a solid offer in hand. If you prefer having no money then you should resign.
Appropriate response to praise from C levels that balances political capital without raising false expectation I joined a company about 6 months ago where they had specifically created a new position for me based on my skills (technical software). I was hired to resurrect a moribund project (decade old) and to breathe new life into it. In those 6 months I've managed to do this and get some new releases out to customers with new customers interested. Though I'm happy to joke around in the office and be self deprecating/humble brag in conversations with peers/colleagues, I'm not so sure how to respond to words of praise from C levels (and all the way down to my manager) who are happy with my performance. Being a computer person I'm not very au fait with people/company politics. So basically I want to ensure I bank political capital in a way that is both beneficial for my career but also not raise false expectations. Being new to the company I've not had a performance review yet and I would like to use this advice to assist me in getting the best out of that when it happens. This is based in Britain but with a US company. <Q> What is the appropriate response to praise from C levels that balances political capital without raising false expectations? <S> Thank you. <S> There is no real political capital to be gained based on how you respond to praise. <S> I can think of a few responses that would have the opposite effect, but at the end of the day the fact that you're being acknowledged for your work is a sign that you're doing well. <S> Political capital is gained over time by having a "track record of excellence" : high job performance, providing valuable input and showing dedication to your company and colleagues. <S> Sure, there are ways to manipulate people into joining Team <S> You <S> but I'd rather let my work speak for itself instead of trying to gamify the system. <S> Based on the comments you got you're doing an excellent job. <S> Keep it up and you'll amass that political capital in no time at all. <S> If you want to make sure that you keep performing at a high level, request an informal performance review from your manager and do so regularly. <S> Good managers will be happy to discuss your work every few months <S> and there's no need to wait for formal reviews. <A> There is never anything wrong with keeping it simple. <S> "Thank you, <S> I appreciate the opportunity to work on this project" <S> If you want you can always throw in something about their leadership leading to your success, but there is a find line between stroking your bosses ego and sucking up. <S> Good Luck! <A> You are currently banking capital on this. <S> You're getting noticed, and those thank yous are currency--bank notes you can save. <S> The value of that capital is determined in part by the person issuing those notes--if they give out thank <S> you's liberally, it has low value. <S> If your COO hands them out rarely, your manager knows that currency has a higher value than others. <S> Like any other financial transaction, keep a ledger and make a note. <S> You really have a choice. <S> You can save a good deal of that capital, which is devaluing over time ("what have you done for me lately" is a sign of a high inflation environment). <S> You can try to cash in on the capital by publishing a balance sheet at the end of the year, re-iterating those achievements. <S> It's indirect-- <S> you're basically asking for a re-issue of the capital. <S> But the pay-off can be larger--10% raise, etc. <S> The other option is to attempt to cash in at the time. <S> Take the thank-you and ask for something you can use to make your work easier--maybe a new multi-monitor setup. <S> You can also apply it to a future purchase--like mentioning that you'd like to move up based on your success. <S> "You're welcome ... <S> I'm happy with how things went too. <S> I think if we could build a small team around [new project] we could [repeat success here]. <S> " <S> For instance, "Thanks, I think things went well. <S> I think there's even more value hidden in refreshing this other project / doing this new project. <S> If I could get a few more skilled hands with me, I think we'd be happy with that in 12 months too." <A> The people at the C levels of a company are people just like anyone else. <S> They put their pants on one leg at a time just like we do. <S> They do all of the same things we do they just get paid a lot more for it. <S> Keep it professional, but treat them like you'd treat any other worker in your office that you wouldn't consider a "friend". <S> Stick to Mr/Ms unless they ask you to use some other form of address, but don't be intimidated and just treat it like you're talking to any other person who isn't in your inner circle.	Politely accept the capital, and trade it in for something on the spot.
Should I accept a job that I plan on leaving soon? I am a software engineer, dissatisfied with my current role and hoping to move towards something more people-oriented. My wife and I have recently decided to start pursuing jobs in another city, where we have more friends/family. Unfortunately this will likely mean a pay cut for me. I'm generally in favour of the move, but my wife is struggling where we are, so that's the main motivator. I was recently shoulder tapped by my old boss (same company) for a team leadership position. The role sounds ideal and would be a great way to get into the area I want to work in, and it comes with a 25% pay increase. I was honest about our considering moving to another city. He has been very explicit that he would like to get "at least five years" out of me in this role. I feel like that's an unreasonable expectation but didn't comment either way. This role would be great for me, even if I stuck with it for a year or two and used that experience to land a new role in our target city. But I cannot see myself staying for five years, since it wouldn't be fair on my wife. I still feel like I could perform well and deliver good results if I were to leave on a year or two. But would it be wrong to accept this role when I don't plan on staying for as long as my employer claims he needs from me? <Q> He isn't paying you 5 years in advance <S> so there is no reason you should feel like you need to stay for 5 years. <S> Just a comment like that seems highly manipulative. <S> I would not think two seconds about it. <S> As for your move, it would not even be a factor to me. <S> You are moving to another city meaning pissing boss off a bit <S> won't hurt you. <S> Really you don't know where you will be when and who knows your wife could change her mind. <S> This is hardly a case where you know you are moving in 3-4 weeks and already have a house in the new city. <S> You do what is best for you - more pay and better job for now - and let the company worry about what is best for them. <A> He has been very explicit that he would like to get "at least five years" out of me in this role. <S> I feel like that's an unreasonable expectation but didn't comment either way. <S> This role would be great for me, even if I stuck with it for a year or two and used that experience to land a new role in our target city. <S> But I cannot see myself staying for five years, since it wouldn't be fair on my wife. <S> I still feel like I could perform well and deliver good results if I were to leave on a year or two. <S> But would it be wrong to accept this role when I don't plan on staying for as long as my employer claims he needs from me? <S> My answer would be different if you and your boss hadn't already discussed your desire to leave soon. <S> But we can only deal with what is, not what might have been. <S> If you feel a five-year commitment is unreasonable, you should discuss this with your boss before deciding if you'll accept the position. <S> Since you've already specifically stated that you are considering moving to another city, your boss almost certainly is offering this new position with the understanding that you'll agree to delay your move for at least five years. <S> If you discuss it openly first, your boss might agree that a 5-year commitment is too long, and might be willing to agree to something else. <S> Or he might not - in which case you'll both know where you stand. <S> In the end, it comes down to your word and your reputation. <S> If you give your word that you'll stick around for 5 years, but don't actually plan to do so, then you are saying that people cannot trust you. <S> And this might harm your reputation. <S> You get to decide if you care about that or not. <A> Your boss already knows that most likely you won't stay for five years. <S> Also, consider that if YOU said that you had to stay in this position for five years and your boss promoted you anyway, he wouldn't think twice if he had to fire you halfway through this period. <S> So, take the position. <S> If asked about, say the truth. <S> If he hires you anyway, it's up to him to prepare for your departure. <S> If he doesn't hire you, at least you tried. <A> Suppose you were female and the day before you had this conversation with your former boss, you found out you were pregnant. <S> Should that stop you from taking a job, even though you knew you were going to take off a significant amount of time in 9 months or possibly leave your job permanently? <S> Many things can happen in 5 years. <S> He can't guarantee you a job for 5 years, and you shouldn't either. <S> Even a short-term increase of 25% in salary could be helpful for increasing your salary range when searching for future jobs, or to save money for a big move. <S> Seems like you and your wife <S> have some talking to do about what's best for the both you.	Plus you will be going into the job hunt making more money. Take the role and leave whenever you want. Taking the job and then not following through on this commitment wouldn't be a good thing to do, in my opinion.
Dealing with a very problematic co-worker Background I've been at my current workplace for going on 5 months and was hired as a senior dev to work on a new iteration of our product alongside a Lead Architect. Problem The Lead Architect. It feels like I'm not working on a team but I'm working within a dictatorship. He simply isn't open to input from anyone else. For instance; I fixed a UI issue according to what our UX dev suggested and when I committed the fix he immediately say it wasn't being merged and "that's not how it's done." However later, for a different bug, I asked him what should be done - he said ask the UX guy. Ironic. Having spoken to my colleagues - they have all agreed and said that that's just his personality and it's been raised as issues by two people before who actually quit. Yet nothing has been done by management to change this. I believe this is because he is in such a strong position within the company (He designed all the previous programs we created and is the go-to-guy about them) that management would rather lose me, and others, than risk losing him. How can I handle this? How can I somehow get him to be open to input from me and the other developers? This is about improving the overall process we use for building our product which I don't think can be changed until we fix this first. <Q> Two people have failed and quit over it according to your question, think long and hard before you go down that track. <S> My strategy to get someone to accept my input is fairly simple (if I can't just force them). <S> I don't make changes such as the one you made without consulting them first, I would do this by email cc'ing <S> whoever is my boss. <S> Outline how I think something should be done, and then wait for an OK to go ahead. <S> It interrupts workflow a bit at first, but they get used to it, and it saves having a bunch of work thrown out because someone didn't like it. <S> I don't think I'm always right, and I don't really care ' <S> how' they want a problem solved, I'll do whatever I'm paid to do in that respect. <S> While it sounds time consuming, it actually isn't, it's become second nature to me <S> and I do it as a matter of course, it's saved untold headaches and potential personality clashes. <S> As well as leaving a clear paper trail covering my back if there's any issues. <A> It's my belief that dealing with difficult people lies in realizing why they're being difficult. <S> Instead of talking with your colleagues, sit down with your lead and say "Look, we had this situation (exactly as you explained it to us). <S> I know you've been with this company for a while <S> and I just want to get a handle on your thought process <S> so I can make things work more smoothly going forward. <S> " <S> The problem with some people, especially if they're high performers, is their thought process is everywhere. <S> They sometimes think that after a hasty explanation, you're right there with them, and sure in some cases if you aren't <S> it upsets them. <S> Don't let it upset you though, because I think it's okay to ask questions, and get a better understanding of the people component here, even if you obviously know what you're doing in your role. <S> I wouldn't let egos clash. <A> My advice is keep a paper trail. <S> It's hard to tell if the architect just doesn't trust you yet or will never trust you. <S> If the latter, then the architect has create a perfect position of power as original author and gatekeeper. <S> You don't want to be stuck in this position, because he'll sabotage your progress for his job security.	Propose your fix to the architect (even the input from the UX dev), have him provide meaningful detailed feedback and iterate until your code is accepted.
Is it reasonable to ask to delay exit date? I recently resigned from my job to start a new job. However I was asked to delay my last date because we are short of people and I was responsible for number of projects. I agreed to continue for couple of more weeks, since I was still waiting on some papers. Most of the formalities related to my work transfer has been completed by now, including exit interview with HR. I still have a week or so before I leave. Problem is for my next job I still need to get some paperwork done. I had estimated it would be done by my exit date but there have been unseen delays. So right now I will be unemployed for a month or two in between switching jobs. I do not have any issues with it, but would prefer to continue working, if possible. Is it okay to ask my current employer to postpone my exit date? I have already trained my replacements, so they might have to find something temporary for me. Not sure if it matters, but this is a company with ~30 employees. <Q> If you're useful and the budget is there, it's a simple decision. <A> Is it okay to ask my current employer to postpone my exit date? <S> Of course it's okay. <S> First, they might be very happy to have a bit more of your time, particularly if you have been very helpful and professional during your notice period. <S> Second, even if they say "No", you have lost nothing. <S> It's unfortunate that your estimate was off by so much ("a month or two"), but it shouldn't hurt to ask. <A> I think you should go other way. <S> Ask your next employer if they can give you early joining date. <S> They might not refuse it.	It doesn't hurt to ask.
What does "hard to manage" mean? Though it may be impossible to "define" what "hard to manage" means, it seems that we all have a common understanding of what this term is getting at, and I am interested in getting down to just what this common sense term really means, and how we can take positive action based on its use. <Q> So what causes more work depends in part on manager personality and organizational culture. <S> But, in general, managers look for people who like to work in similar ways to how they want them to work. <S> A micromanager is going to find a person who hates process hard to manage. <S> A laizzez-faire manager is going to find someone who is pedantic and must have every i dotted and t <S> crossed to be hard to manage. <S> Most managers find people hard to manage who can't live within the company policies, whatever they are. <S> So if you have to do a timesheet daily and the manager has to hound you every day to do it, you are hard to manage. <S> Most managers would classify employees who can't get along with others whether they like them or not as hard to manage. <S> Most managers would have a problem with a person who is perceived as unreliable. <S> As someone who is applying for jobs, I don't need to worry about being classified by a particular hiring official as potentially hard to manage as it means that it is a place where I am unlikely to be happy anyway. <S> As a hiring official, it is indeed something to look for, but how you judge it would vary from person to person and organization to organization. <A> Hard to Manage: <S> May know field well but does not have common sense. <S> Without having common sense a manager feels this employee could literally do anything at any time. <S> Person is sociably challenged. <S> Person is too needy. <S> Very close cousin to point #3 is the person talks/gossips too much. <S> Throw in the type that debate every small task and need to know the "big picture" on a 10 minute to-do. <S> Person needs to be told everything. <S> While needy may mean they come over for help on everything, someone who has no motivation beyond being told what to do sits there unproductively unless given tasks. <S> Usually very specific tasks. <S> The manager simply finds you annoying or doesn't like your personality. <S> Someone who will disrupt other employees. <S> Whether this is pissing them off, the way they look, cause fights, whatever. <S> You don't have the skill set. <S> Instead of debating that with you they just tell you whatever. <S> If someone told me I seemed "Hard to Manage" after an interview I would have to think about what happened at the interview: <S> did I display some annoying trait, not seem attentive, talk too much, or come off as arrogant. <S> was the company and the manager a good fit for me. <S> For instance I have grilled some "tech" managers when I have interviewed because I realized they weren't technical and do not wish to work for someone that has no idea or conception of the staff jobs. <S> That is my choice. <S> I made it known in that interview that I would not be a good fit and "hard to manage". <S> on the same point a lot of hiring managers may label good candidates like that <S> and it comes across at my company. <S> This is because they are fearful that candidate is more talented than them <S> and they are looking out for themselves. <S> If you are just looking to get A job, ANY job than this is very negative. <S> You need to work on your interview skills if people are telling you this <S> and I would get a friend(s) involved. <S> Most people <S> I interview that I also believe have the skillset I would never label as hard to manage. <S> So something is going on during the interviews. <S> Now if you want a perfect environment/boss and you are interviewing them, you could be seen as hard to manage to a lot of interviewers. <A> From a Managers perspective there is one major reason you would call someone hard to manage. <S> It means, they have personal issues or quirks which require your attention. <S> The could be social awkwardness, abrasive personality, insubordination or even unavoidable things like frequently sick. <S> The key is how much time must be spent on them. <S> An easy to manage employee is one who you spend little to no time managing, they sort themselves out.	While definitions will vary between managers as one guy's hard to manage can be another guy's star performer, the key is "hard to manage" people cause more work for the manager.
environment and salary vs technology I'm working in a company with a good reputation, great environment with constructive attitude in all colleagues, no stressful deadlines, and a competitive salary. The downside is that their technology is really old. They are now slowly introducing a bit of new technologies, But the tasks to migrate to those technologies have been given to other colleagues who have better social skills, or are in a more stable position in the company. I'm not convinced to leave because I'm concerned that I'd end up somewhere that might have better technology, but a bad environment, with a lower salary, and regretting having left this employer. I've been here for over 2 years now and am increasingly concerned that I'm not progressing, and that moving on to companies with newer and better technologies may be more difficult the longer I stay here. I feel like I'm stalling and even regressing. What would be a wise move for someone in my situation? <Q> If your employer is not giving you the opportunity to update your skills, do so on your own time and on your own dime. <S> Take online classes and do freelance projects. <S> While you are doing that, speak to your manager and ask to be put on some of the projects that are migrating to the newer technologies and float your resume just to see what comes up <A> I was in a very similar situation just a year ago. <S> I was lucky to find a great job, working with a senior dev who enthusiastically helped me catch up on areas of my skills which I had been ignoring over the past 2 years of employment. <S> Almost a year later, I am finally feeling confident about how I would measure up if I were to switch jobs today. <S> You'll have to make the same judgement call. <S> This will also depend on whether you're working to polish your skills up in your own time, etc. <A> I think I understand you <S> , I'm a junior web developer and the first company I worked for had old technology running in their system and they were just starting to research on new technology to be used in their system at the time <S> , that's when I was hired to be a regular full-time SSDD(same sh*t... <S> you got it <S> ) developer. <S> I saw that they were trying to add this new technology to their agriculture ERP <S> and I started researching it at home knowing that they would have to have someone to help them with that, long story short, they officially announced at the company that the head of the company was looking for someone to help them with that new technology, and they asked the whole company if anyone had some kind of experience with that new tech <S> and I was like: " <S> I do!"(I'm a sneaky lil' B), I got promoted and the head of the company gave me a bunch of perks (it was a small business). <S> In my humble opinion you should try to get involved, as you said this is a slow company, so it might be easier to make the difference than in a bigger company <S> , I'm not saying I did, but I wouldn't leave a company like yours(I left my first one because I had to move :( <S> otherwise I would still be working with them to this day).	The simple answer is that as a developer, working with outdated tech will make you unemployable sooner rather than later.
As a freelancer I can't pass any technical interview. I've faced a weird situation when I can't pass any technical interview. I'm talking about mobile development jobs. The reason I'm failing is "we require deeper knowledge". As an experienced one, I can earn virtually the same (slightly lower, in fact, but comparable) money as an office developer. It turns that while being a freelancer, my experience is enough. As an employee, it's not. Why is that? Does it mean that freelance entry level is much lower? <Q> I have been in your situation. <S> I'm a self-educated, and would like to think of myself as a good developer. <S> Freelance jobs are not easy, but nothing could stop me even though I had literally just myself to rely on. <S> However, I did have my challenges when I was employed. <S> The main challenge was not lack of problem solving skills which you rely on when working as freelance, it was mainly the terminology and formalities associated with workplace. <S> I constantly found myself in a situation like this. <S> Person: Do you know XXX?Me: <S> No! <S> What is XXX?Person: XXX is .... <S> Me: <S> Oh yes, I have actually done this ... <S> My advice to you is to get some academic education, whether from books or institutes. <A> It could be one of two things: You can get the job done, but maybe not in the best way possible <S> OR <S> You don't know how to best represent yourself in an interview <S> 1. <S> Getting the job done <S> To give an example, I'll describe the difference between our senior dev and one of our other devs who's been around here forever: <S> The senior dev knows all the latest Javascript and JQuery tricks and libraries. <S> He loves to learn new things on his own. <S> My other coworker uses only ASP.NET controls on his webpages, and each click on a control causes a post-back. <S> The one's pages are very smooth, user friendly, load lightning fast, etc. <S> The other's are dinosaurs and resource hogs, which cause the server to crash if more than 5 people use the same system at a time. <S> They both get the job done, but which would you hire? <S> 2. <S> Showcasing your skills <S> It's entirely possible that in an interview situation you are not able to communicate your knowledge effectively, and thus come across as unskilled. <S> Since you tell us that it's technical tests that you're having trouble with <S> I think that the problem that plagues you might be far more closely related to not being entirely up to date on the best programming practices and standards of the industry more so than this, but we can't know that. <S> Good luck! <A> Take a few online classes in your specialty. <S> There's more to coding than coding to pass a technical interview. <S> There is also jargon and lingo that people apply to the field and not knowing that part of the equation may be getting in your way. <A> Clients want to know: <S> Can you build this? <S> Have you ever build something like this before? <S> How much do you charge? <S> When will it be done? <S> They tend not to be as knowledgeable <S> so they don't ask specific/detail questions. <S> The risk is less because they can fire you at any time with not as much cost as a full-time employee. <S> When someone is hiring for a position, they may more detailed knowledge and will ask specific questions. <S> Often this turns into a game of Trivial Pursuit. <S> Of course everyone will tell you these are very common and must know questions or there's just no way you could have enough skill. <S> Also, they want you to be an employee. <S> This often involves being used to working with a team/playing well with others, handling communications, less flexibility in your time, sitting through meetings and doing things a certain way. <S> You have to understand the mindset when filling a position - avoid risk. <S> If they pass on a good programmer, that isn't good for you, but as long as they get someone who is qualified, they've done their job. <S> They can afford to be wrong with the ones they don't hire as long as the person they hire is qualified. <S> What's the odds you'll go work for a competitor and put them out of business? <A> Yes in fact, contractor entry requirements paradoxically may be lower. <S> When folks are hiring a contractor, they only need the specific skills to complete that one task. <S> When they're hiring an employee they are looking for the ability to handle a wide range of future projects. <S> I am guessing that interviewers think you have good skills in a specific niche or with a specific toolset, but don't have broad enough background to operate as a generalist. <S> This is a common problem for (and with) folks who are largely self-taught. <S> As others have said, the videos to broaden and deepen your skillset, and the easiest way to prove that you've done so is to take some real classes.	It's great to be able to get the job done, but quality matters as well. If you feel that your interview skills might be impacting how you do in these situations maybe set up a list of your skills and experience to bring up in conversation so that you don't forget to mention anything. Technical exams are academic, your problem solving skills alone will not be sufficient to show that you are good. They just see you being a risky hire.
Asking a company why they are using a 3rd-party recruiter Would it be appropriate to ask a company, during an interview or phone screen, why they are using a 3rd party recruiter? <Q> I'll tell you the answer to that question: because they don't want to/can't afford in-house recruiters <S> and they want to find top talent without having to dig through stacks of resumes. <S> It's not really your business to wonder why, anyway. <S> If you are looking for a job, recruiters are part of the territory. <A> I think the question you want to ask yourself in general is "is this thing I'm going to ask going to help me ascertain whether or not this company is going to be a good fit for me?". <S> I don't see any answer to this question helping much with that, unless it's really bizarre or really awful. <S> Your time is almost certainly better spent with other questions (if you do want to know about contractor culture, for example, you would ask who you'd be working with, or how many contractors the company employs). <A> The only time I can see that your question would be relevant to your hiring process is if the role you're being hired for is in recruitment. <S> As a hiring manager, I use a third party recruiter because they're the experts in advertising and candidate filtering, they have knowledge of the market and can advise on the level of reward needed to attract the right quality of candidate and they handle all the logistics and feedback for interviews. <S> I'm a busy person, I don't want to have to do all those activities which aren't core to my day job of managing people. <S> Not knowing that, or not being able to work it out for yourself, will flag you as inexperienced, possibly naive or lacking in common sense and would almost certainly count against you in the interview. <A> Would it be appropriate to ask a company <S> Avoid wasting time on inconsequentials. <A> Asking that sort of questions strikes me that the interviewee has thought "I must ask a question even if it is irrelevant". <S> Why not ask the company what brand of coffee they have in the kitchen? <S> Basically ask questions that are pertinent to the task in hand. <S> Any other question will tell the interviewer that you can be easily distracted from the job. <S> That is something that you do not wish to convey. <A> There are many reasons a company uses a third party recruiter. <S> Here are just some that come to mind, from my time on the "other" side of the table: <S> They do not have the staff to handle the flood of resumes that companies get. <S> They do not have the systems in place to manage resumes. <S> They are hiring for a position for which they have no expertise to judge the qualifications of applicants. <S> Cost savings <S> They are in a business with a lot of "churn" <S> so they constant need resumes and <S> recruiters are an easy way to get those. <S> They want to keep the vacancy private from their own organization, so they use a third party to advertise discretely. <S> Any number of other reasons or combinations of the above. <S> The bottom line is, as others have mentioned, it does not help you evaluate the company if you know the reason they are using 3rd party recruiters. <S> It has no impact on the probability that you are offered or not offered the position, and it most likely will not have an impact while you are working there (this, coming from my experience working in a company that actively outsources some HR functions - including recruitment). <A> The only time I consider using a third-party recruiter as a drawback is when I get a call from someone who is clearly from India or another popular outsourcing location (Phillipines, Vietnam, etc.) <S> I politely let them know that this isn't a good time for me to talk to them (which isn't a lie, <S> as far as I'm concerned any time isn't a good time to talk to them), and would they please send me an email with the job description. <S> Usually that works, but sometimes they get pushy and demand to know when I'll get back to them, and I tell them I'll get back to them after I've reviewed the JD. <S> If they press further, I let them know that I don't appreciate their pushiness, and I am not interested in the job they've called me about as a result. <S> Why do I put them off? <S> Because I figure that any company that won't pay for a domestic recruiter, when finding good people to work for you is so important, is a company that is likely to be unduly cheap in other matters (like salary, benefits, etc.) <S> They've done me a favor by letting me know that's a company I don't want to work with. <S> There are several good reasons for a company to work with a third-party recruiter; perhaps they're small and can't give an in-house recruiter enough work to justify their salary, for example. <S> But this is not someplace a good company will look to save money.	So, ask about things that will help you evaluate the company as a good fit or not; rather than worry why they are using a 3rd party contractor for hiring. No it wouldn't, it has no bearing on your application.
Asking 3rd-party recruiters about their cut My understanding is that a company might use a recruiter because their in-house talent scouts have had trouble finding good candidates. Because they're using a service, there is an extra cost. However, rather than employers incurring that extra cost, I feel like the recruiters are passing that off to me, by putting me in at a lower rate. And, that seems dishonest. There are two placement models here. One is for full-time, salaried placements, and the other is for contract, hourly placements. For salary, the salary offered comes directly from the company. For hourly placements, the paycheck comes from the staffing agency. Typically the rate offered through a recruiting company is less than what that person would ask for if they dealt directly with the company. Is it unprofessional to ask recruiters what their cut is, or what the total cost is that they're submitting me at? <Q> Is it unprofessional to ask recruiters what their cut is, or what the total cost is that they're submitting me at? <S> Yes, because it's no business of yours. <S> Your belief that recruiters are somehow passing the cost of their services off to you is simply wrong. <S> You also have the wrong idea about how recruiter fees actually work. <S> While there are many models, typically they are paid a one-time signing fee. <S> Your yearly salary doesn't factor into their "cut" except that it usually determines how high their fee is. <S> Often I see the fee represented as "X months of the hired person's salary. <S> " I assume that's based off an initially determine salary range and not the final negotiations, but if it is, it's actually in your recruiter's best interest to get you as high of a salary as he can. <S> Don't ask for this information. <S> You'll come across as unprofessional, out-of-touch with workplace norms and, quite simply, rude. <S> If you even hint at your reason for asking, you'll be considered strangely paranoid. <S> Besides, even if you got that information, how would that help you to confirm your suspicions? <S> If you really want to know how this works, politely ask this neutral question that doesn't inquire about someone's finances instead: <S> Could you tell me how your fees typically work? <S> Any recruiter will be happy to explain the basics to you. <S> I imagine it's a question they get regularly. <A> Well, you can always ask for anything you want. <S> Don't expect an answer on this one, though. <S> I don't think it's particularly unprofessional to ask, though it would demonstrate a level of inexperience on your part - everyone who's been around even a little has a general idea of what recruiters charge or bill at, relative to what their placements make. <S> For what it's worth, you also have how this works backwards. <S> Recruiters for permanent placement take a percentage cut of the salary their placement makes, and/or get a set placement fee, which is also (usually) based on the placement's salary. <S> It's highly unlikely you're being put in at a lower rate, because that would be money out of the recruiter's pocket, for no good reason. <S> It's possible you didn't negotiate a high enough rate for yourself with the recruiter, but that's on you, and has nothing to do with the relationship or billing between the recruiter and the client company. <S> There's also usually a pretty standard rate for what you do that doesn't deviate much, though... <S> recruiters generally make their money through volume, rather custom-tailored matches, so they generally don't negotiate a lot with potential placements. <S> The rate is the rate; take it, or we'll offer it to someone else who will. <A> Is it unprofessional to ask recruiters what their cut is, or what the total cost is that they're submitting me at? <S> Not at all. <S> If you choose to work with a middleman (3rd party recruiter), then you can feel free to ask how much they are charging the company. <S> Since you know how much you'll be getting, it will be simple to to calculate their cut. <S> I've done this myself recently. <S> In my experience, most recruiters will give you this information if you ask for it. <S> And if they don't, you can decide to walk away from the job if you prefer. <S> If you feel that the recruiter is getting paid too much for their efforts, or if you feel that you aren't being paid enough (for whatever reason), you can always make a counter-offer, or simply walk away. <S> Recruiters earn their pay by finding and vetting candidates, so that the company doesn't have to. <S> Many companies feel this is money well spent. <S> And they find jobs for you that you would otherwise not have found on your own. <S> Many potential employees find that going through such a recruiter is worthwhile. <S> If you would rather avoid the middleman, you can. <S> Simply search for jobs on your own - through your own professional network, internet searches, or by walking around looking for Help Wanted signs. <S> You can charge whatever rate you can get a company to agree to, without the need to pay any 3rd-party recruiter overhead. <S> It may get you more pay, or it may not. <S> It may take you longer to find a job (sometimes a lot longer). <S> It's your choice. <A> There is no substitute for knowing your own value. <S> You're assuming your low-ball salary has something to do with his cut. <S> In all likelihood, he's getting a percentage, and gets more when you get more. <S> Not always, but it's beside the point. <S> You are being placed in at a low rate because (a) <S> it makes the recruiter look good to the company, because he finds A-level talent a B-level prices, and (b) he's likely to close the deal quickly. <S> He's also probably told the company to expect to pay more than average, so when you come in low, you look like a steal, and you're working asap. <S> This is a sales job. <S> You are a product. <S> If I can get a 10% commission on phones regardless of the price, I'd be selling iPhones for $20. <S> Sure, I make very little per phone, but I'd be selling 100x more phones, and I'd come out way ahead. <S> There is no substitute for knowing your own value.	For contract work, recruiters generally bill a rate determined on the position, and pay the contractor less than that.
Does it look bad when you are chatting about a potential job and you have to attend to something for your current work? Not sure if I phrased the question strangely. Today I was exploring another opportunity at another company. It was more of a casual coffee chat but the "interviewer" did bring up a position and wanted to know if I was interested. We talked a bit and I asked my questions and he said he would follow up later with me. It was pretty casual. Near the end when he was going to show me around, I got pinged from my current workplace who does not know I am there (I told them I had an appointment and I was supposed to come back soon). Unfortunately, it was a big deal so I had to attend to it. The interviewer mentioned he had a meeting he had to go to so he walked me out and said he would follow up with next steps. Did I make a really bad impression? On one hand, we finished out interview and it was supposed to be a casual chat. On the other hand, I'm not sure if it makes it seem like I wasn't interested in the position? <Q> If you were talking to him on company time, that could leave a bad impression. <S> If you were off duty but on call, and responded to that, the impression is that you take your responsibilities seriously, which is a good thing. <A> Did I make a really bad impression? <S> There is no way of knowing with the individual, but responding to an urgent ping is fine. <A> It's hard to answer your question without knowing more details about exactly how you handled it. <S> I can imagine ways in which you could use this to your advantage and ways in which you could mismanage your way out of a job through this incident. <S> If you were open and honest about the fact that you were sneaking out of your current job to have that chat, and explained the seriousness of the incident that caused them to call you, then I can see it going to your advantage. <S> If you weren't clear about the circumstances of your visit, or gave no impression that the call was a serious issue that you needed to deal with urgently, then perhaps not.	If you excused yourself properly and professionally then it won't create a negative impression and it may create a positive one.
What compensation should a recruiter get when I terminate my contract? I was recruited last month by an agency. The job was not working out. I handed in my notice to the employer. It was an amicable parting. Now the recruiter is angry and is demanding compensation. I was earning €50 per hour. It was 40 hours of work per week. He now only wants to pay me €40 per hour. Is this standard? There is nothing written about this in the contract. Edit: This persons job title is a 'recruitment consultant' and he works for a large, well known recruiting agency. He did put me in touch with the company who then hired me. I have not yet been paid. The contract states that the company pays him and he then pays me. Edit 2: This is is Germany. <Q> Only what is agreed on ahead of time by both you and the other party is owed. <S> Unless there is some local law that specifically says you owe the recruiter damages (unlikely). <S> I know of no legal mechanism whereby someone can demand money just because he is angry; this is not justified. <S> Before you proceed, read the contract carefully to confirm that it does not mention liquidated damages for early termination. <S> There are two things wrong with his demand: <S> It is unilateral, you never agreed to this. <S> It is after the fact, he is making these demands after the contractwas signed. <A> What will have happened is that the agent will have a clause where the employer can recoup fees paid if the hire leaves within a certain timeframe, so they are trying to ensure they don't lose out by penalising you. <S> Is this allowed? <S> I'm not a lawyer (even in those dreams where I wake up at 3am sweating), so I can't say. <S> Does it happen? <S> Probably more than you think. <A> The purpose of the contract was to spell out these terms. <S> He can follow it, or you can an email a superior of his for relief. <S> Are attorneys fees automatically given the winner in your country? <S> Behind the scenes, I imagine this recruiter is incentivized to keep the money coming in, and you just hurt his numbers. <S> So he's personally feeling the heat. <S> You might want to email him and acknowledge (not apologize) that this is unfortunate for him. <S> It's also not your problem, and you need pay or a bad situation is going to get much worse for him. <S> An email to his superiors will hurt more than whatever damage you did to his numbers. <S> Be overly kind--because you can forward that email to his boss explaining the difficult situation, and the damage will keep multiplying. <S> Maybe he should consider a job change. <S> First he makes a bad placement, then he attempts to renegotiate a contract while likely violating the payroll laws in your country. <S> This should be a lesson to everyone who puts this kind of pressure on their sales team-- <S> they'll embarrass your company and destroy your reputation making those numbers you made up one day. <A> His or her job is to find companies wanting to employ contractors, find people who want to work as contractors, put them together, and if that works and the company stays together with the contractor for a long enough time, then he or she gets paid. <S> Since he didn't deliver what he was supposed to deliver (an employee who starts and stays long enough), he didn't get and didn't deserve any money. <S> What he is doing is like you going to a car dealer, looking at all the cars, deciding that you don't want to buy one, and then the car dealer tries to charge you for his loss if income because you didn't buy one of his cars. <S> It's ridiculous. <S> If he refuses to pay you, first you need to check your contract with him. <S> Hopefully it doesn't mention any reduced payment if you leave. <S> Whether it does or not, I'd send a registered letter demanding payment within 14 days or otherwise you will have to take appropriate legal steps, and I'd send a copy of the letter to the people you were working for. <S> I bet they paid full price for your work, and they won't be happy to hear something like this. <S> Saying that you are in Germany, this makes it most likely that he would have to pay all your cost if you take it to court and win.	To the question "What compensation should the recruiter get when I terminate my contract", the answer is none whatsoever.
Can my former manager ask about the details of the job when she's called as a reference? I have quit my job as I wanted to go back to studying but my circumstances changed and so I've started looking for a full time job. I will have an interview soon so I wanted to give my former manager as a reference. But can she ask details like whether the job is full-time or part-time? If she discovers that it's a full-time position she might think I lied about my reason for leaving. Would she even ask and are hiring managers allowed to give out the details about the job I'm applying for? <Q> Good reference checkers will actually explain the role that you're being considered for at the start of such a conversation. <S> They want to know if your reference, which is normally a former manager, thinks you will be a good fit for that role. <S> Additionally, it's also standard and in my opinion obligatory to <S> give your references a heads-up when you provide their contact details to a hiring manager . <S> You'd tell them that they might receive a call from someone at Company X about Position Y. Not giving them that advance warning is rather discourteous. <S> Former managers can also give you a stronger reference if they get to think about your particular strengths for a certain job in advance instead of being put on the spot. <S> So your issue is that your former manager will discover that you're looking for full-time employment after initially leaving to resume your studies. <S> Assuming that you had a good relationship with her, you should just explain what happened and that you're now looking for full-time employment . <S> Trying to hide this would be strange and could strain your professional relationship. <S> Remember: plans and circumstances change. <S> Unless there's some crucial information that you're leaving out, <S> I think it's highly unlikely that your former manager will resent you for changing your plans and resuming your career. <S> If anything I'd imagine that she'd be sorry to hear that you were forced to abandon your plans to finish your studies. <S> If your former manager was happy with your work, it's possible that she might offer you your old job back. <S> If that doesn't fit with your long-term goals for whatever reason (bad fit, low salary, no prospects for growth, ...), just thank her for the offer and give a suitable excuse. <S> That can be anything: looking for work in a different industry or location, wanting to work with another technology, searching for a new challenge and so on. <A> But can she ask details like whether the job is full-time or part-time? <S> Yes. <S> A reference check is usually a conversation. <S> During that conversation, either party can ask or say anything they like. <S> When I have provided references for former co-workers, I end up knowing a lot about their potential new employer. <S> They always tell me the position that will be filled by the applicant. <S> If she discovers that it's a full-time position she might think I lied about my reason for leaving. <S> Would she even ask and are hiring managers allowed to give out the details about the job I'm applying for? <S> This leads me to believe that you haven't already asked your former manager that you would be using her as a reference. <S> That is a huge mistake! <S> Whenever you use someone as a reference - ask their permission first, because you want to make sure you choose people who will give you a great reference. <S> A surprised reference may not be ready to convey your best side to your new employer. <S> A surprised reference may become angry, think you lied, and give less-than-flattering responses to questions being asked. <S> You would be far better served to ask your manager ahead of time, prepare her for who will be calling, and try to lay the foundation for a great reference. <S> Anything else is far too risky. <A> When asking your former boss for a reference (you were going to ask, weren't you?), let him know that you've had a change of circumstances and that you're actually taking a full-time position. <S> It's not the crime, it's the cover-up that gets you. <S> It would certainly be a bit odd to question the person calling for a reference, but your boss may ask simply to better understand how to answer questions. <S> I can't imagine any situation where a person would be able to call for a reference, and then NOT be able to say the nature of the position (but maybe that's why I'm not a licensed attorney). <S> If it's divulging personal information to say the position is full-time, certainly it's divulging information to say there's a position in the first place, but obviously that's the reason for the call. <S> But either way, you should be open up front, because the information could always get back to him anyway, even after the interview. <S> It is a small world.	Yes, when a reference is called by a hiring manager for an in-depth conversation (as opposed to just confirming employment), it's perfectly fine and normal for the reference to ask a few questions about the job.
How to appropriately use irreplaceability in a raise or promotion negotiation I am the only in-house translator for the media company I am working for and they need me BADLY. If I leave, with all the experience I have, it would take a lot of time to train someone else, with the amount of translating work I do. I feel I am getting paid less than I really deserve since I literally hold the company up. Is it appropriate to use this fact in a raise or promotion negotiation? If yes, how? <Q> Instead of <S> "you can't survive without me", try "look, I'm doing all this work <S> and I think my output speaks for itself, would you be open to negotiating a raise"? <S> I've been in both sides of this argument, where I had employees think that they were irreplaceable, offered ultimatums, and found themselves replaced. <S> I've also been in the <S> "I don't think they can do it without me" side and found myself replaced. <S> Tout your accomplishments and value, not their failures without you, you will get a lot further. <A> I prefer to phrase this as ,"what would you need to see from me to justify giving me a raise?". <S> That gives me something actionable to work on, and gets them on record as indicating what the criteria and timescale are! <A> Could you maybe offer me some tips on how to go about it in a smart way? <S> If your self-assessment as to your value is correct, you hold all the leverage. <S> You are extremely fortunate, because very few people are truly in this position, even though many believe they are. <S> You can go to your boss and <S> demand a raise of your choosing. <S> You can threaten to walk immediately if you don't get what you want. <S> Or, you could take a softer approach, and just discuss a raise with your boss. <S> You could point out how valuable you are. <S> You could talk about much better you are than freelancers. <S> You could point out how you "literally** hold the company up". <S> And you could indicate what you feel would be fair compensation for someone with your value to the company. <S> Then you could talk about what you might have to do, in order to get that raise. <S> If your viewpoint is shared by your company, you will quickly get what you deserve. <S> On the other hand, if your company doesn't share your viewpoint it could be risky. <S> At best, they could see that they need to ensure you aren't a single point of failure, and start finding ways to spread your work around. <S> At worst, they could take you up on your challenge by getting rid of you and replacing your work with freelancers (or new hires). <S> It has been my experience that nobody is irreplaceable. <S> But only you are in a position to assess your true value. <S> And you have made it clear how you feel. <S> So you should probably just go for it. <S> * <S> * Note: <S> I'm not sure you understand what the word 'literally' actually means. <A> Just ask for a raise, start with your manager and see how it goes. <S> I've done this many times. <S> No need for an ultimatum at this stage although that may come after. <S> I just ask them how soon they can get my pay reviewed, because I reckon I should make more money for the work I do. <S> Depending on their feedback from that conversation I decide how to proceed. <S> If you're as valuable in your managers eyes as you think you are, he/she will get the ball rolling and probably even advocate on your behalf. <S> If he/she doesn't then you can start exerting pressure. <S> I have found that if a manager doesn't take me seriously and get me what I want fairly quickly, then I end up leaving eventually. <S> As an employer I have let a few people go who thought they were more important than I thought they were, and I started looking for a replacement as soon as they started indicating that they might leave if they didn't get a raise. <S> But as an employee I have been let go and watched my former company lose clients and have to downsize because they couldn't replace me. <S> So it works both ways. <S> With your particular job, translation is part of my business's services, I have zero problem finding translators, and if they're working with CAT software which they should be, then it's no real loss to lose any of them.	Believing you are the only one who can do your job and then trying to tell your employer that while asking for a raise or other benefits is a quick way to find out you really are replaceable, even if it causes them some pain.
How to behave with women in my company when it's International Women's Day? Today I woke up and remembered that today is International Women's Day.I am not exactly the person who likes to greet and give wishes to everyone, and I am often kinda embarrassed when I have to do so "by force" (like in family reunions etc.) So today I was really undecided on what to do, whether I have to say "Good Women's Day" or not (here it's kind of usual and a lot of people in the streets were selling traditional Italian flowers to express the sentiment). I don't really know how it works in other countries, but when I arrived at my company, I tried to do it; and I received kind of... embarrassed answers. I have other women in my company and I don't really know what to do. Plus I am gay so I have no hidden agenda or such (even if they don't know my sexual orientation). Since it is the first time this is happening in a professional environment, I am confused on how to behave with the women I have still not met (usually, as coworkers, we usually greet each other like a big family). I know that this can be a silly question, but due to my orientation and my first employment and my attitude towards celebrations, it is not a silly question to me! <Q> International Women's Day is mostly about generating awareness for areas where we have not yet achieved true gender equality. <S> That means you could use this day as an opportunity to check for yourself: <S> How large is the gender pay gap in your organization? <S> How is your men/women ratio in your organization overall and <S> how is it on each management level? <S> For example, when you have an overall 40/60 mix, but 30/70 in lower management, 10/90 on middle management and 0/100 in upper management, that tells you something about your organization . <S> Are there any tasks at your organization which are done mostly by men or mostly by women? <S> How can that segregation be explained? <S> And are those tasks valued differently in your organization? <S> Is that evaluation justified? <S> Are there any company regulations which are covertly discriminating (even without actually saying so)? <S> Remember that treating everyone the same does not always lead to true equality. <S> What does your organization do to accommodate balance between work and family? <S> How does your organization's marketing portray men and how does it portray women? <S> If you notice that your organization could do better in any of these regards, you might use the opportunity to raise such questions in conversations with your colleagues and superiors. <A> I would say you should act as you would every other day. <A> I think you may have received what you perceived as 'embarrassed' answers because of your general attitude. <S> I'm Italian too, so <S> I'm aware there are usually greetings and some coworkers would also buy mimosas for the women in the office. <S> On the other side I don't expect people to do that, it really depends on their personality. <S> If you are not the kind of person that usually engage in this kind of things, I would probably be surprised to be wished a nice women's day and therefore my attitude may appear embarrassed. <S> I also think it's unlikely that the fact you are gay makes any difference in this situation. <S> Just do whatever suits your personality, you won't be rude in any way according to me. <A> I think the problem is that International Women's Day is not a holiday, or a celebration in the traditional sense. <S> It's not Christmas, or Easter, or Hannukah, or the Festival of Lights. <S> It's not a party. <S> It's a name given to a segment of time for raising awareness, like Earth Day or International Year of the Potato . <S> It's not something you congratulate people on. <S> So, the reactions you've perceived may be a combination of confusion ( "why is he making a thing out of this? <S> that's weird" ) and possibly misunderstanding ( "is he being a jerk? <S> is he being sarcastic?" ). <S> The best thing to do with days like these is to discuss but not celebrate in the sense you've attempted. <S> In other words, you can just ignore it and carry on as normal. <S> It could be that people selling flowers on the street has further confounded the confusion. <S> That's either a manifestation of the awareness-raising facet of the day, or simple commercial capitalisation! <S> Now, I'm not an Italian, so I can't say for sure, but your report from the workplace seems to back that up. <S> And ultimately I don't see how your sexual orientation or gender makes a difference in this case. <A> I am a female software engineer and a team member sent me a nice chat saying, "♀ <S> Happy International Women's day, btw ♀" just slipped into conversation. <S> I thanked him and moved on. <S> I thought it was really nice. <S> Absolutely not awkward at all. <S> I think if you brought up the topic in a more understated way, women wouldn't react with unease or embarrassment. <S> Typically its not what you say but how you say it that makes a difference. <A> Maybe it's different in Italy, but here in the U.S., International Women's Day is just not a holiday that most people -- men or women -- care very much about. <S> It's fairly common to wish people a "Merry Christmas". <S> That's about the only holiday that people routinely acknowledge. <S> No one goes around saying "Happy Memorial Day" or "Happy National Chocolate Donut Day". <S> Or "Happy International Women's Day". <S> If someone did, that would just be really really strange. <S> People would likely think you were making a joke of it. <S> As I say, maybe it's different in Italy. <S> Maybe people routinely wish each other "Happy Labor Day" or "Happy Republic Day". <A> This is not really a question about the workplace but about etiquette in general. <S> There are only certain days where it is appropriate to congratulate people and/or acknowledge the day in this particular way, and this is not one of them. <S> Moreover, the appropriateness of doing so can depend on your relationship with the person. <S> This does vary culturally. <S> In some countries (e.g. Italy) it is traditional to give Mimosa flowers to sisters, wives and mothers on International Women's Day. <S> America is not one of those countries. <S> Examples when you can: <S> Birthday: Happy birthday. <S> Christmas: Happy Christmas/Merry Christmas/Seasons greetings. <S> Mother's day: If it's your own mother or grandmother this is fine, but co-workers <S> you don't know are out of bounds. <S> Workplace advice: <S> If you are still unsure, ask a co-worker.	I'd expect to get awkward responses: people wouldn't be sure whether you were serious, in which case it would seem inappropriate, or if you were making fun of the idea of such a holiday. I don't believe it's necessary for you to do anything special! Perhaps if the company you work for is having an event for International Women's Day and you could attend to "show support" for the day (if you want to), but other than that If you are not sure if it is appropriate, wait until you hear other people doing it.
Politely telling clients I've moved to a different department within the company I am in the process of moving within my company from a customer support role/department to a new business area. My email address and telephone number remains the same The problem I have is that I am the main support contact for several clients. Despite agreed processes in place, I often get calls and emails from clients directly asking for assistance and advising issues to be resolved. The account manager has not advised the clients that I am moving and I know I will be getting emails/calls after I have moved. He seems reluctant to do so for reasons known only to himself (client confidence, fallout, explaining handover processes etc) Should I just forward all emails directly to the account manager/my old line manager and say "over to you" or should I respond to the client advising them I am no longer working in the support role? The second option feels better to me but is this a little disloyal to my old manager? (Note: I will still have interaction with him in my new role, so there is no concept of bridge burning or not caring, I just want to do the right thing for them AND the client) If advising the client, should I word my email almost in a generic out of office style? "I am no longer in a role dealing with support queries. Please redirect all enquiries to myoldmanager@mycompany.com"? <Q> You should ask your old manager about this. <S> These clients are not your clients, so you will not do any work for them, but they are still his clients, so he should decide what you do with emails directed at you. <S> Then do what your old manager says. <S> If he refuses to answer you, ask your new manager. <S> He or she will either tell you what to do or tell you to do what you think is right; in the latter case, I'd forward to the old manager, and send a reply to the client that you are not in the team anymore and that you forwarded it to the old manager, together with his email address. <A> I had a similar situation when I moved into my current role - I was point of contact for several internal departments and some external vendors. <S> It gave a definite 'cut off point' where I wouldn't be doing anything more with them and also advised them who to contact in future. <S> This seemed to do the trick, there were a few emails where people forgot but they were handled by forwarding the email on to the new owner and including them in the message with a comment to the effect of "I've moved to a new role now but X will be able to handle your query for you". <S> Otherwise you'll never get out of the loop of dealing with these queries and you'll find yourself doing two jobs. <S> Best of luck! <A> Realistically you should have a new email, so I'm guessing yours uses your name rather than <S> job title like hradmin@whatever.com. <S> So you'll have to use another method. <S> It's actually your old managers responsibility to do this, but if they haven't then you need to do it both for the sake of the client and your own. <S> What works for me is just to forward emails to whoever has taken over cc'ing the client with a short oneliner to say that they will be dealing with someone new as you are in a new role. <S> If the client doesn't know you have moved on, then obviously they won't change, so you need to tell them. <S> Same thing with phone calls, explain politely to the client that they need to ring XXXX since you no longer have that role. <S> Eventually everyone will get the picture.	My strategy was to agree a cutoff point with my old boss and advise him that I'd be calling all these contacts to advise them of the change over.
Is jury duty "working time"? Changing work hours due to jury duty (This doesn't affect me personally but is something that came up which I'm curious about. I'm not sure what to tag it with) Could an employer ask "me" to change my hours for that week so that I'd do the jury duty in the normal court hours and an "evening shift" instead of my normal work hours? (6-midnight instead of 8-4 or whatever) Assuming there's a contract that says something like Hours are 8-4 or as otherwise required. Possible reasons: unexpected issues in live systems, "crunch time", someone on a production line called in sick, minimum number of staff to patients needed in a care home, or such like. Would regulations on max number of hours "worked" (in a week or per "shift") include time spent on a jury? Actually, if you normally work evenings/nights how would that work with a "day" of jury duty? Edit: I know there are laws that the employer has to let you do the jury duty, but that doesn't take into account "unexpected" needs of the employer that weren't known when you receive the summons. <Q> In the US this depends on company policy. <S> Some companies only give you time off for the conflicting hours, and tell you to request the minor daily stipend the government offers to partly reimburse you for your time. <S> Some pay the difference between that stipend and your normal salary. <S> Others offer other arrangements. <S> For a reliable answer you really have to ask your own HR department, not us. <A> Depends what country you are in, but if you are in the UK you can contact the Jury Central Summoning Bureau. <S> The Jury Central Summoning Bureau can: give advice about your summons or jury service arrange a visit to the court for you, eg if you’re disabled and want to see the facilities Jury Central Summoning Bureau jurysummoning@hmcts.gsi.gov.uk <S> Telephone: 0300 456 1024 Monday to Thursday 9am to 5pm Friday 9am to 3pm <S> Source: <S> Gov.UK <A> Time off means time off - it does not mean working at a different time. <S> While your company could ask you to come in after your jury duty hours for an emergency, they couldn't compel you. <S> And any hours you worked on those days would be additional hours of work, just like if you had booked a vacation and then came to work, you would be expected to be paid extra for those hours. <S> Also remember that once you assigned to a case there are restrictions on what you can do and who you can interact with as a juror. <S> Your court will give you details. <S> Most countries also allow you to be excused jury duty if your absence would seriously affect your employer, for example if there was important work scheduled that only you could do. <S> This would have to be asked for in advance. <S> It would be up to the judge to decide if your specific circumstances warranted excusing. <S> However once you are assigned to a case, it is very unlikely that you would be excused for anything other than a genuine serious emergency, as your absence might mean a retrial, with the huge expense that involves. <S> In my personal opinion, some of the cases you describe are a bit thin. <S> It would be hard to believe that you were the only person who could fill in for a sick colleague. <S> You might want to ask the company what they would do in these circumstances if you were completely unavailable, such as being out of the country, and why they couldn't take that action in this case?	In virtually every country in the world that uses juries, employers are obliged to give you time off for jury duty.
Getting heard from departments I need a feedback from My problem is actually quite simple, but I haven't figured out a solution yet. I work in a company where is very important to correctly measure things (I cannot disclose what they are). Being in charge of developing a software that automatically calculates some parameters is, in my opinion, a very important job, especially because my company sells those things by advertising them in relation to those parameters. To be 100% precise, I didn't write the software from scrap, but there was already an old version, which is still installed in many computers that my colleagues operate.I made many changes to the code, and updated the whole thing in order to correct mistakes and make the automatic process smarter. When I finished, I contacted the department-managers (who are things -developers too) and presented them the results with a nice PowerPoint presentation explaining the changes. They asked me to provide some examples comparing a measurement done with the old software and another done with the new one, and I did. They finally asked me to make some changes so that they could read the data better, and I did (and of course informed them). 2 months passed. Meanwhile I sent them a couple of emails explaining that it would be important not to develop things accordingly to the results of the old software, therefore it would have been smart installing the new software on all the computers. The answer was both times "Yes, [name of colleague] will take care of a final comparison, and then we will see". [The colleague] didn't take care of it, his department-manager didn't seem to pressure him on the matter, so two weeks ago (please notice that I did this after 2 months wait) I escalated the whole thing to a higher level. The higher chiefs sent those people the following email: Please take care of the matter After two weeks wait, I am yet to receive a feedback. In two months we have been developing things imprecisely and partially wrong because of the results given by the old software, and that really bothers me, knowing that my company last year did not do very good. Do I need to escalate the matter to the highest level I know? I don't want my colleagues to start hating me for being blamed by the chief, but I really do want my company to do good, and I also am frustrated from the fact that it seems that the job I do is not important to anyone. I spend days concentrating, swearing, coding, and so on, and no one appreciates the final product! <Q> Do I need to escalate the matter to the highest level I know? <S> So your complaint appears to be that folks aren't using the software you developed yet <S> and you are getting impatient. <S> But how you should deal with it depends on your role in the company. <S> If you are in charge of Thing Measurement Accuracy , then you need to find a way to enforce the standards for accuracy in your shop. <S> If that means the new software must be installed and used, then you need to get management suppport first. <S> You should then gather the people who can do the installs, schedule the cutover, get it done, and not rely on another group to do what you hope. <S> But if you are in charge of Developing Software , then it's up to the business to decide when and if they actually use it, not you. <S> You might talk to your boss, and see if there's something he <S> / <S> she wants you to do in order to help with the cutover, but that's not really your responsibility. <S> Many of us in the software field have been part of projects that ended up being shelfware. <S> It happens. <S> I suspect you just need to be patient. <S> While it's clearly important to you, often using your software isn't at the top of your users' list of things to do. <S> They many have other business priorities that prevent them from jumping on your software. <A> Getting heard from departments I need a feedback from <S> There is not much you can do except keep pushing. <S> Escalating twice is not a good idea, you are then trying to make people at two levels above you look like they're not doing their job at best (even if it's true), this can backfire. <S> You have no real way of knowing if there are any underlying factors to what is going on. <S> If it was me, I'd just keep pushing it with my manager and leave it to him/her to negotiate the blocks or apathy and just focus on my job. <S> Many companies do not seem to do things optimally to the men on the ground. <S> Sometimes it's worth the effort to try and make a change, but mostly it's not if it's too risky. <S> And there is a chain of command that it's best to use however 'important' <S> you think your contribution is. <S> It's not unheard of for people to spend months perfecting a project which never gets used. <A> Be sure to remove the old tool at the same time. <S> Users do not want to install new software even when it is an improvement, there is a resistance to change factor. <S> So the only solution is to do the install yourself rather than relying on them to do it. <S> Since you are in the department that can mandate the measurement tool and the standard that are followed, use that organizational power and do the installs without asking them to do them. <S> Much of resistance to change is that they feel unsure that they will be able to figure out how to use it. <S> At the time of the install, make sure you explain to them exactly what they are getting from this new software that is an improvement over the old one. <S> People resisting change need much more hand-holding at the beginning. <S> They are afraid of your new tool. <S> I know that sounds ridiculous <S> but it is true. <S> They think they will make mistakes using it; they think they won't be able to figure out where necessary functions are; they think it will slow down their work due to the learning curve and they are already behind or under pressure. <S> You have to diffuse those feelings.	Since you are in the Measurement department (according to a comment on an earlier answer), then I would get with my boss and determine how we were going to deploy the tool you wrote and scheduled each individual who needs the install and then go to their desk and do it according to the schedule. At the time of install for each person, take the time to walk them through how to use it.
How to deal with customers who periodically change requirements? When we are working on any project, all requirements are clear and documented and approved by the clients as well. As per we completed tasks our clients will look into them. But one client changes his requirements like that "this does not look good, please change it to this and that". For example, he changes any designing related task periodically. This won't allow us to close the project, as we need to make those new changes. How to convenience the customer in this situation? Is it good if we denied him the changes? <Q> Customers are not always right. <S> But they're the ones with the money. <S> You need to work with them to help them figure out what's right (if possible), if you want the money. <S> Often they don't know what they want until they see it, which means going through a few iterations of not-quite. <S> If you're being paid by the hour, every late change is more billable hours. <S> Smile at the customer, grumble privately, make the change and take the money. <S> If you're being paid by contract, the contract should have stated that a specific number of changes (measured in estimated additional hours?) would be accepted before certain dates, and that they would cause the target date to be pushed back correspondingly. <S> Beyond that it's maintenance rather than development and must be contracted separately. <S> How much your company lets them cheat on that is something you need to work out, trading off customer satisfaction and your reputation against the additional cost. <S> If you're being paid by contract and the contract DIDN'T have clauses dealing with changes... <S> well, next time write a better contract; for now, you're sorta stuck if you want this customer to be a good reference for future contracts. <S> Welcome to the real world. <S> The only thing truly unchanging is change. <A> I get this quite a lot, it's fairly simple and straightforward to resolve. <S> Have the plan all agreed upon when you start, any deviations from that plan are extra charges usually at an hourly rate which I inform them of beforehand. <S> Make that clear at the start. <S> I have had plenty of clients who haven't thought things through properly beforehand. <S> I do my best to make sure there is a solid plan, and I make sure it's agreed on. <S> Anything after that is an extra bill. <S> Any problems paying that extra need to be sorted out before I begin actioning any requests. <S> This is a professional way to accomplish things and being transparent from the start <S> minimises any possibility of dispute. <S> To be honest I don't care if they want to take the whole project off on a tangent and do something very different, so long as I'm getting paid. <A> It's not really a workplace question, it's a business question. <S> If your find that the company that employs you makes lots of changes free of charge, you might be worried about the financial future of the company, and working for a company that goes bankrupt isn't fun, so in that case you might consider looking around for other jobs. <S> If they charge for changes, everything is fine.	I would assume that someone higher up in your company will decide whether changes are made against payment, or changes will be made free of charge, or changes will not be made, and if that person decides that changes are made, then you write down what changes were forced onto you after delivering the job as requested, and then you do it.
How to ask for something optional subtly without appearing demanding or entitled? Sometimes I want to ask for something from the authority above me, and the following things hold true in the situation: What I am asking for is not a priority for me, and it will be fine if my wish is not complied to as well. I'd continue my work like nothing happened either way. The authority above me is really kind and likes to take my wishes seriously, even if I don't emphasize on them. It will be helpful for me (and potentially the employer as well) if that wish is granted for. It is not "fixing something which is not broken", but "improving what is good, but can be better". I am not entirely sure whether the authority would be able to comply to my wish easily or not. I do not want to put unnecessary burden on the authority since they are already kind enough. This might not be a big issue if faced very rarely, but when repetitive, it might end up looking like I am "demanding", and ask for things unnecessarily. Is it okay to ask for such wishes in the wild? (well it is not, but how okay is it?) And how do I do this in a subtle way while avoiding the above issues? P.S. I am not really sure what tags to put here, so if someone can edit those, that'd be great. <Q> In this situation it is best to learn when to bite your tongue. <S> The reasons for this could be many, but I'll list a few off the top of my head: 1. <S> You don't want to form the perception that you are unsatisfied, or that nothing is ever enough for you. <S> 2. <S> Can't prioritize Other than being ungratful you can also come across as unable to prioritize. <S> If you have an issue you should be fixing, but are talking to your boss about upgrades to system XYZ - which, incidentally, is running perfectly - then someone will eventually raise an issue. <S> 3. <S> Cry wolf <S> If you constantly approach your boss with trivial requests they may not take future, serious requests as such. <S> Don't become that one guy who's always discussing frivolous, nice to have type of things, but never actually focuses on the issues at hand. <S> Approaching your boss <S> That way, if you have a serious request and you go talk to them in their office <S> they will understand that it's a different kind of conversation. <S> But seriously. <S> Try to limit your requests to important things only. <A> I don't know what you're wishing for which would make it a lot easier to answer. <S> I'm assuming it's bigger than you wanting a new mouse pad because the old one is frayed. <S> My own policy is that if it doesn't mean enough to me that I'm unsure whether to ask. <S> Then I don't ask. <S> But I don't hesitate to ask if I am sure. <S> The less requests the better. <A> Always try to present any request as a "win/win". <S> "Hey, I've been thinking, if we can do 'X' then it will do 'Y' for the company, and it might make life easier for me as well". <S> Approach it in a friendly manner and never as a demand or even a request, but as an "idea" that you had. <S> "I've got this idea, what do you think if we...." <S> Respond with gratitude and appreciation and demonstrate it. <S> "Wow, thanks boss! <S> Since we did 'X' I've been able to do 'Y' more work each week. <S> I can't thank you enough." <S> In other words, find every advantage to the company and communicate it to them.	If you think that your request might distract your boss then don't do it unless it's important. Don't abuse their generosity However, if there really is something you'd like to talk to your boss about then approach him informally (at the coffee machine) and mention your idea in the context of a more relaxed conversation.
How well do you have to know someone to refer them to your company? Do you have to have worked with them? Can you refer random people you met at a party who happen to be your friend on Facebook? In other words, if I do refer or recommend someone who I haven't worked with and perhaps don't know that well, what are the possible professional ramifications? <Q> If by 'refer' you mean that you simply tell the person about an open position and perhaps offer a little advice for the application process - no worries. <S> On the other hand, if your referral implies that you are somehow endorsing the person - you should obviously take care. <S> Best advice: tell the person about the position, and make it clear to HR and the hiring manager exactly <S> how well you do/don't know the person. <S> Full, honest disclosure is the best way to go. <A> There's a bit of a difference between referring someone and recommending someone, but unless specified, a referral is implied to be a recommendation . <S> HR and/or the hiring manager will assume that you can vouch for this person to a certain extent, which means having first-hand or second-hand knowledge about his work ethic and skills. <S> When you provide such a referral it's assumed that you'd be happy to work with them as a colleague. <S> Some people recommend terrible employees for the bonus money but that's not something you ever want to do. <S> Now, if you can't speak to a person's work, you can still refer them and get the referral bonus. <S> HR doesn't have a problem with that as an external recruiter does exactly the same thing for a much higher fee. <S> Bad recommendations can have a dramatic impact on your credibility and the value of any future recommendations you make. <S> For that reason you should never recommend someone unless you have worked with them before or know someone who has and who's judgement you trust. <S> Never provide a character reference when referring someone if you don't know their work ethic . <S> Someone can be a perfectly nice person but a terrible employee and you risk that being taken as an outright recommendation. <A> You should ask yourself this question before referring someone: Will his performance impact my career? <S> If you make your company hire a slacker or worse in your company because you did not know his personality well, it can negatively impact your career. <S> If you just met someone online or just once at a party, you do not know them. <A> As said, there's a difference between informing someone of an opening, and endorsing them as a candidate. <S> For the former, let people in the hiring process know about any relationship. <S> For the latter, you need to be aware that what you're doing is gambling. <S> You are betting a portion of your current standing on the success of your acquaintance. <S> If they do well, then people will view you as someone with good judgement, you are the one that got them to hire this glowing beacon of productivity. <S> If they mess up, then they'll distrust your judgement in the future. <S> Why should they trust your estimates/work/opinion, you got them to hire that colossal nitwit! <S> You need to be aware of what you're laying on the table, what you stand to gain, and what you stand to lose.	You just have to make it absolutely clear that you're only introducing the person and can't speak to the quality of their work . A referral that doesn't work out shouldn't have the same effect as long as you're clear that you only introduced the connection.
A coworker incessantly asks for small favours or errands, how do I get him to stop without offending him? I have a coworker who keeps on asking me for small favours that he can do by himself. For example, I entered our break room to drop off my lunch when, after seeing me, he will ask me if I can close the window and turn off the electric fan because he's about to leave. He then ends up staying for another half hour. He does this almost every time. As another example, he keeps on asking me to return things he borrowed from our coworker's table, which he can do by himself. I don't mind doing this occasionally but it's becoming a pattern. I am busy with my own work and schedule so interrupting me for things that he can do by himself doesn't seem right. I've heard that he does this to everyone, interrupting my coworkers as well. It seems to me that this guy is not a bully he's just unaware that he keeps inconveniencing others out of laziness. Overall, he is a nice guy. We've addressed his behaviour, in the moment, before but it seems that after a while he reverts to his old pattern. How do I deal with this without offending him? <Q> If their temperament permits it, people will get offended even if you speak to them in the most professional, unbiased tone. <S> Just get the point across: If he asks you to do something unreasonable, say "I'm busy, you will have to return it. <S> " <S> A reasonable person might even connect the dots eventually: "Oh no! <S> Have I been offending him this entire time by making these requests?" <S> In this case you'd have nothing to explain; you are coworkers, not superior/subordinate. <S> He will task you as many times as you permit him. <S> But I think the way to avoid offending him if it's within your best interest that way is to be frank, direct, and don't allow it to boil over into frustration for yourself. <S> This is for everything but the rest area. <S> If you open something, or turn something on, it's your responsibility to shut it down and so forth. <S> That's just common courtesy, and it should go unsaid. <S> If he doesn't do it, people such as supervisors will catch on. <A> My remedy would be to say. <S> 'Do it yourself' <S> After a while they get the picture, if not, then that's their problem, not yours. <S> I don't mind helping someone out once in a while, but not constantly, and not for small things. <S> But I also don't care much about offending people who are annoying me. <S> It just saves time to put them in their place early on. <A> Offending coworkers is something we should really stop bothering about that much. <S> From that moment on you must stand your ground. <S> Here is something interesting about work environment politeness, <S> Why Work Is Lonely by Gianpiero Petriglieri . <S> I really changed my point of view after that article.	You should be polite but there must be a line this person should not cross.
Contingent offer letter and continuing to look for a job I just received an offer letter contingent on a background check. I think the check will be alright, but this also might take up to 6 weeks. I'm not working now, so my question is what happens if I sign and send it in, and get a better offer somewhere else. Am I liable at all to company 1? <Q> (Personally I'm inclined to say contingent offer merits only contingent acceptance, if nobody makes you a better firm offer sooner... <S> but they may not be happy with that answer.) <A> I'm not working now, so my question is what happens if I sign and send it in, and get a better offer somewhere else. <S> Am I liable at all to company 1? <S> It depends on the local employment laws, and depends on the wording of the contract you signed. <S> In most locales, and in most circumstances, you are not liable at all. <S> You certainly should continue to look for a job while your offer is still contingent. <S> And should you find a job that fits your needs, you can accept the new one. <S> As soon as the new one becomes official (not contingent again), immediately notify company 1 that you have accepted another offer. <S> Make sure you thank them for their consideration, and indicate that unfortunately, you couldn't wait for them to finish their process. <S> Company 1 may not be happy, but you simply can't wait forever and hope that everything works out. <A> You are not obligated to accept any offer, contingent or otherwise.	If it may take up to six weeks for them to make a firm offer, I think it's reasonable to continue interviewing with other companies in the meantime... unless they're asking you for a firm commitment, in which case you need to decide whether you're content with waiting for them.
walking out of interviews - any significant problems down the line? I was just reading a question where a person who had excellent qualifications for their age was offered low compensation because other people in his age-group have similar compensation(I am talking about an age in which most people are fresh graduates). The candidate in question had already worked at a previous job and had had a decent salary, but the interviewers weren't prepared to pay what he expected. That got me thinking: in such cases the candidate may think "enough of this BS" and want to walk out. Whatever he may have said to the interviewers, they wouldn't help realizing that the candidate wanted to walk out at one point, and soon did so. My question is: will this have any significant impact on later interviews for the candidate? If so, what should his course of action have been then? <Q> Like a lot of things in life, it's not what you do <S> but how you do it. <S> The next time it is your turn to speak in the interview, address your concern. <S> If their answer doesn't satisfy you, thank them for their time and tell them that this doesn't feel like an opportunity to you. <S> They will either try to persuade you to stay or say something like "Sorry to hear that, I'll walk you back to the front <S> and we'll turn in your badge and validate your parking. <S> " <S> Keep in mind that a lot of business communities are relatively small, and the story of any dramatic maneuver has a high probability of being shared within that industry. <A> Cutting an interview short when you realize that the position just isn't for you is acceptable. <S> How you cut the interview short is where lasting impact comes from. <S> To walk out on a positive note saying something like <S> I realize that this position just wouldn't be a good fit for me, so lets just wrap it up here. <S> The company seems nice <S> so I'd definitely apply again, just not for this role. <S> Thanks for your consideration. <S> shouldn't poison the well. <S> However silently getting up and leaving probably would. <A> I've left a few interviews all over the same issue, money wasn't enough. <S> Nothing wrong with it if you do it politely, it saves people wasting time on both sides. <S> Whether it will hurt future job prospects at that particular company depends a lot on the individuals involved. <S> I would think not. <S> It shouldn't impact at all on interviews at other places, but again it depends on whether someone feels slighted and has a broad network in the industry. <S> Even then it shouldn't be a problem. <S> Throwing a tantrum and storming out is another story. <A> Different perspective: <S> Why would you walk out? <S> This is a great learning and practice experience, even if the job is probably not the right one. <S> There may be more information that's relevant down the line, there may be question and experiences that can help you in future interviews. <S> Practice makes perfect and this is a good opportunity for that. <S> Is it that terrible to sit through another two or three conversations and hone your interviewing skills? <S> What other urgent matter would be more important ? <A> Personally, I would never walk out of an interview under any circumstances that did not involve a family emergency. <S> If it seems like it is not a good fit, continue anyway, ask more questions of the company, and just relax. <S> It's a chance to hone your skills at interviewing if nothing else. <S> At this point, the candidate can push the envelope a bit, and even inquire about other positions should they feel him unsuited for this one, but never ever walk out. <S> I witnessed one fellow being interviewed who walked out who was blacklisted from the company after that. <S> Never just walk out. <A> There seem to be a few other options that wouldn't be quite as unprofessional. <S> The interviewer is saying that at the end of the process, the offer isn't going to match the interviewees expectations. <S> If that isn't going to be acceptable, then it's okay to end the interview right away. <S> "Walk out" is a bit or a harsh way of putting it, <S> even if effectively, that's what the interviewee is doing. <S> As the interviewee, I would clarify the rough terms being offered, and politely decline. <S> I would then transition to say that the company was still interesting, and that if something open up in the future, maybe when my skills and experience matched their expectations for a different role, I'd be interested in talking again. <S> I'd keep it very friendly, shake hands, and leave them with the impression that I was someone they'd like to speak with again. <S> This way you've established a relationship, and negotiated part of the next interview. <S> It does have its place--but not here, precisely for the reason you mention: there will not be future interviews. <S> It's nice to think of movies where someone effectively spits in the face of the interviewer, and ends up getting the offer. <S> If this does happen, it doesn't happen for low level positions or future engagements. <S> " <S> Hey Bob, remember that guy who just walked out? <S> I wonder what he's up to...". <S> Walking out shows that your highly desirable value will go elsewhere. <A> Define "Walk out"? <S> If you leave in a huff, word might get round that you're stroppy. <S> If you get to the point where salary is mentioned and they don't offer an acceptable response to your proposition that experience counts as well as age, there's no problem with saying " <S> Thanks, but no thanks this time".	Just walking out isn't a good negotiation technique in this case. If they don't see your value now, walking out is just saying you're an unprofessional jerk, they'll throw your resume out, and the bridge will be burned.
Workplace review and pay rise I'm working for a company in southern England having joined from university in the summer. I have worked above the level I was brought in at, developing projects, visiting clients, delivering solutions when I was brought in as support to then progress into this over a year. 6 months in I'm due my review. I was never expected to travel much for work but I do, and I work hard, I'm new I want to impress. Is it too early to ask for a pay increase? Considering the main thing here is, I'm doing a job above what I was brought in to do? <Q> Six months is pretty early to ask for a raise. <S> You haven't "paid your dues" yet. <S> Additionally, you may work hard and have a very bright future, but chances are you don't have a lot of polish (yet). <S> Also, it is not unusual for there to be a moderate pay increase at the end of a 6 month probation anyway. <S> Finally, they are paying you in experience that many don't get at your stage of career development. <S> That will reap rewards later on. <S> However, if you feel strongly that you are grossly underpaid, or that your work is much more demanding than what your pay grade would suggest, and you must bring it up at 6 months, then I would take a middle-ground approach. <S> I wouldn't demand a pay raise (yet), but I might bring up the topic. <S> At the end of the review I would say something like, "ok. <S> Can I mention an important topic? <S> I love my job and am happy here. <S> However, since starting here I have taken on the additional roles of client support, traveling, project planning and development, etc. <S> I'm interested to know if these additional responsibilities will be reflected in my compensation." <S> Then stop talking and let them reply. <S> Personally, I don't think I would be any more aggressive than the above at 6 months. <S> 18 months? <S> Yes; you have a more proven track record. <S> But 6 months? <S> No. <A> If you're doing work that goes above and beyond the expectations for the position when you were hired, you certainly have the right to ask for a pay increase. <S> There may be better options, though, than focusing on asking for more money. <S> If you like the company and think you may have a future there, you could point out that you are doing work beyond your original expectations and ask that your review include a talk about your future career path, including aligning your title and responsibilities closer to the work that you're doing right now and adjusting salary accordingly. <S> This lets the company know that you're not just interested in a pay rise; you want to manage your career over the long term, which is actually more important for a recent graduate. <S> On the other hand, you think you will move on relatively quickly, it may be more beneficial to ask for an adjustment to your title than to angle for a pay rise. <S> Bottom line - think about your long-term career path when review time comes around, rather than thinking only about short-term gain, and plan to focus the conversation accordingly. <A> This is a balance of your market worth, and your value to the company. <S> Your level of effort and expectations are secondary. <S> If you are substantially under your market worth, and the company is happy with you--you may be able to lean it. <S> You'll want to raise the issue gently so you can get a "no" and stay without tarnishing yourself. <S> For instance, it's okay to ask out of curiosity if you'll still be in an annual review, or what the normal process is, if the annual review is used to give warnings, assign bonus/raises, etc. <S> Ask without asking if you can. <S> If you are at your market value or your company is still unsure, asking is risky. <S> It sounds like you are at your market value, and being patient may help to get a bigger raise when the normal process comes around. <S> (For completeness, if you're over market value or your company isn't happy, don't push the issue--pushing a decision could cost you the job. <S> This doesn't sound like your case.) <S> Doing a job above what you were brought in to do is fine. <S> Many promotions happen because people start taking over tasks above their pay grade. <S> Consider this: imagine I told you that you have two choices. <S> One--you can do the work above your pay grade for a year, and then there's a much better chance that you'll be promoted and recognized after that year with more money. <S> Two--you can do the work at your level, and hope to be promoted and recognized next year based on the performance at the lower level. <S> If you'd choose One, then you're right where you would be.	Asking for a title change to better reflect your responsibilities will indicate your value to future employers and may increase your income over the long term more than a pay rise at your current title. A year to 1.5 years feels more reasonable -- especially if you are young / just out of university.
Coworkers on other team dislike me; salvageable? My workplace consists of a series of remote teams that are loosely connected by a singular goal. Each team has additional goals that they may prioritize above or below that singular goal. I was placed in a bridge position where I work on one team but get paid by a different team. These two teams are hundreds of miles away and their purposes are distinctly different. Occasionally, the team that pays me will ask for help with one of their additional goals like building a demo for another client. I try to be sensitive to their needs and participate. The team where I work is an R&D group consisting mostly of PhDs who are at least 30 years older than me. The team that pays me includes people who are a year or two younger than me that is responsible for running some basic analysis. They don't have any PhDs or a research role, just get the reports out to the field. This group has experienced 75% turnover last year. The group where I work has had 0% turnover since they started three years ago. As a member of both teams, I'm a bridge. There's been a pattern where the middle managers of the team that pays me have tried to avoid me as much as possible. This culture appears to have spread to the newer employees. This culture really stood out to me when I sent an email, "how was the demo?", and received no response. A couple days before, I had spent over an hour helping them put together their demo. I found that they had gotten a good start but didn't have the guidance or background to complete the demo. I tried very hard to frame myself as their peer by pointing out things I didn't understand and explaining why I was reaching any opinions about how the demo should be completed. Noticeably, their team lead chose not to participate in this meeting. When I was at an event with the team that pays me earlier this year, their COO said in front of that team lead that I was "smarter than all of us". I felt awkward and didn't say anything. It's been an ongoing pattern where the team that pays me tries to undercut the team where I work. It's not been an enjoyable dynamic. The majority of the time, I can simply focus on doing my job. It's times when I put effort into something and get ignored that it really bothers me. Is this situation salvageable? <Q> Remain professional, leave your need for recognition behind and focus on your work. <S> I work with several remote teams and individuals, I neither know nor care if they like me. <S> If there are communication issues that impact on the work, I escalate it and resolve it. <S> If it's just a feedback issue that doesn't impact on the work <S> then I don't worry about it. <S> It's not a beauty pageant <A> I don't think anyone here could say whether the situation is salvageable . <S> However, in situations like these the best thing you can do is maintain clear and honest lines of communication. <S> If you have the time, and opportunity try to get more involved with these people. <S> For remote workers I believe that many companies use some sort of chat tools. <S> If they do, and there's some sort of informal chat room, join it every once in a while and build a rapport with those guys. <S> Just be friendly and open, and do your best to provide the guidance they need. <S> Don't name names, however express a concern regarding the attitude of the two teams toward one another. <S> Good luck! <A> Whether coworkers like or dislike you matters a lot less than whether you can work with them, and they with you. <S> This isn't high school; being a member of the in crowd doesn't matter as much. <S> But if the relationship is respectful and everyone is working together on the business things, that's really all that's essential. <S> If you want them to like you as well, that's more an interpersonal question than a workplace question. <S> Respect, responsiveness, patience when possible, sympathy when things are beyond their control, courtesy even when you disagree or have to put pressure on them -- treating them as you would want to be treated, or a bit less abruptly than that if you're on the Ausbergers spectrum as many engineering types are -- will go a long way.	It certainly helps when people like you, since they're more likely to make an extra effort to help a friend. However, at the end of the day, if you feel that their team leaders are poisoning your relationship with the team, you should bring it to the attention of your higher ups.
Handling drug testing when legally prescribed a tested substance Recently I've been prescribed a legal drug that is often screened for in drug tests. I've kept my boss informed but haven't mentioned any medications by name. I have a desk job, so I do not have to drive or operate heavy machinery at work. I can be drug tested at any time. What is the best way to handle this? Do I just wait until I fail it then produce the prescription? NOTE: It's NOT marijuana <Q> For some drugs your prescription may protect you from arrest but not from termination . <S> In the US, medical marijuana specifically is in a legal grey area as it's still illegal at a federal level. <S> Other drugs that do not suffer that complication may be covered under the "reasonable accommodation" clause of FMLA. <S> But I'm not a lawyer and you'll want to avoid ever having to make this is a legal issue. <S> Check in with your manager or HR department whether they'll accept your use of the drug based on your prescription. <S> Reasonable employers won't make a big deal about this if it won't affect your work. <S> Get their approval in writing in case managers leave or are replaced. <S> If they say that they won't exempt you from their anti-drug policy, you'll have to look into your options with a legal professional. <A> First, I would ask your doctor how this normally works and if they have experience with other patients and drug tests. <S> You will probably not be the only person who has had this question for them. <S> I would also keep copies of the official paperwork from your doctor regarding the prescription at your desk, so in the event you have to take the drug test you can provide that documentation. <S> It might seem nice to wait until you "fail" to produce the documentation, but realistically you don't want to be trying to prove your innocence after being "guilty" -- you want to avoid being guilty in the first place. <S> Especially since depending on where you live though you might be completely out of luck. <S> In the USA you might want to talk to an employment lawyer - this and this , while not authoritative by any means, suggest that it might be complicated. <A> Standard protocol for drug-testing in the US is to ask the testee for a list of all prescription and OTC drugs he is currently taking. <S> If something comes back positive, and it is on the list you gave them, they may ask you about it. <S> At that point, you show them the prescription bottle. <S> If you DIDN'T tell them about the drug(s) <S> before the test, you're going to be in a world of hurt. <S> I got tested several times while at Texas Instruments Defense Systems and Electronics. <S> I was on several prescriptions at the time, <S> one of them a serious (read: opiate) pain med. <S> The tester was competent. <S> She knew every drug on that list, and she knew their indications for use. <S> Upon reading the list, she quietly suggested that I read up on FMLA, as asthma was specifically one of the conditions for which FMLA leave was authorized and <S> the employer couldn't say a word about it. <S> I had NOT told her I had asthma <S> , I had NOT used my inhaler in front of her. <S> She got it from the drug list. <S> Nothing was said about the opiate, and nothing was ever said about the test results. <S> I have to assume they got a positive test for codeine, looked at the list, said "Yes, he told us about it, no problem."	Ask your manager whether they'll accept the prescription before you start taking the drug .
Is it worth mentioning to a potential employer that you have used their products before? I understand that if it's something that is incredibly common, it would be of little value to mention this. For instance if you're interviewing with Samsung and you say "I have a Samsung phone" that means practically nothing because so many people have Samsung phones. In my case, I have an interview with a company that makes electrical connectors. I have designed several circuits boards that utilize their connectors and have been very pleased with their quality. Is this something that would be worth mentioning to the interviewer? I feel like this would be a good way to express interest in the company, as well as show that I'm experienced with that area of work. But on the other hand, I feel like employers might just think "yeah, that's what everybody we interview says" and completely dismiss it. <Q> I would mention it but not stress it. <S> Showing familiarity with one of their products in a positive light cannot hurt you at all. <S> You don't have to praise it, saying something like 'I use it because it's a good solid product at a price I can afford' <S> is fine. <S> Going overboard would just look fake. <S> Whether it would make a difference to you getting the job is another matter, but you never know, it might be the deciding factor if all else was equal. <A> If they ask you in such a way that you can answer it in that way, such as "Why do you think you are a good fit?" or "Why apply here?" or "Where did you hear of us before? <S> ", then go for it. <S> But don't go out of your way or change topics to mention that, it will seem ingenuine. <A> The fact that you have a connection with the potential employer is something to work into the cover letter. <S> The cover letter is the perfect place to mention this because that is where you highlight information that isn't in the resume or isn't obvious in the resume. <S> If you are past that stage, then think of several places you could mention this connection one time during the interview. <S> You don't want to work it into all your answers, but not mentioning it at all would be skipping an opportunity to highlight your case. <A> It's not really important, but it you're able to describe how and why you use/prefer there product, it can add to your level of expertise. <S> You could also indicate why there product is better for certain projects or situations. <S> You could contrast it with other products that made projects more difficult or due to inferior quality, required more maintenance. <S> Not all products have fans. <S> You never know, you could be tapping into an aspect of their marketing they didn't think of. <S> In the US, there are many people who are extremely loyal to car brands and take please in hating others and buy stickers, hats and t-shirts displaying that.	While I wouldn't make a big deal out of trivial connection, but if that connection is a reason why you became interested in the opportunity you should mention it.
My boss forgot my approved vacation, how do I remind him? I notified my boss regarding my planned vacation a month ago. Initially I planned on traveling before joining the office but he told me to travel after a month because we had KT sessions in the first two weeks of work so I postponed it. It seems like my boss has forgotten about my vacation. a. How do I remind him of it?b. Is it a good idea to remind him the things he told me about the vacation? (he told me to travel in March instead of February). Ps, we are a small company. <Q> Assume positive intent, and look at it from his point of view -- which does not mean skipping vacation or moving it again. <S> Rather, figure out how work will get done in your absence, and brief him on the plan you've made. <S> For example: "Boss, thanks again for green-lighting my vacation. <S> I need five minutes to brief you on my coverage plan for when I'm out on vacation March X-Y. <S> When is good for you?" <S> (You've already written, and done the work of, the plan before you say that.) <S> "Boss, here's the plan. <S> The Smith work is due while I'm gone, so I've already done most of it, and Becky is ready to finish it off when the specs come in. <S> The Jones project won't be due for another two weeks after I return, and Andrew has been briefed and will field any calls that come in from Jones while I'm away. <S> And the regular pop-up administrative work will be taken by Joe, Jill and Chris in rotation -- I've cross trained with each of them. <S> "That's it. <S> Anything I've overlooked? <S> Any concerns?" <S> And that's how you remind your boss of your already approved vacation. <S> If he gives you grief, you can always suggest that, if you're truly irreplaceable, maybe he's hinting he wants you to ask for a raise. <S> Also if you have access to his calendar (or a shared calendar) just post your vacation days -- and those of other folks, of course. <S> Stand up for your rights without apology. <S> Just like he would if it were his vacation. <A> If it's a small company then just him tell straight out. <S> 'I'm on vacation starting on the xx/xx/2016 until xx/xx/2016, <S> all my work is up to date, is there anything I need to hand over?' <S> You can then move forwards depending on his reply, <S> if he doesn't remember, just remind him <S> he approved it before and you have already made firm plans. <S> But I would think he will remember and organise whatever he needs to. <S> It's not your responsibility to be training staff to take over or organising in detail what will happen while you're away without the bosses input. <S> So give him as much advance notice as you can. <S> In other words, have that conversation now. <A> Usually, HR and your manager should know the times of your holiday. <S> HR is supposed to remember it. <S> I tend to remind people one week before I leave for a weeks holiday (or I might say "I won't be here tomorrow" before a one day holiday). <S> And that's just to remind them. <S> The company would have some really really good reason to stop me from taking holiday (it hasn't actually happened to me, ever), but obviously your manager may have forgotten and you want to avoid him running into problems because he forgot that you are leaving. <S> Just to make this clear: You are not confirming your holiday. <S> You are not making sure that your holiday is still on. <S> You booked your holiday, there is no way you are not taking it (except for a total disaster threatening the company), it is just a polite reminder of the fact that you won't be there. <A> It can often be useful to turn a conversation into e-mail immediately, and keep a copy: " <S> As we discussed this morning, I plan to take my vacation from [START] to [END]."	If the vacation was previously discussed in e-mail, attach a copy to an e-mail reminding your boss of the vacation.
What is the etiquette of replying back emails and messages? On Saturday night, I found a company's HR persons LinkedIn request pending on my LinkedIn. I added her and instantly I got an email asking if I were interested in working for X company and they were looking for an immediate response. I replied back asking what positions are open so I can respond back. I got a reply that they were looking for full stack web developers. I sent my resume to the mentioned email address but I feel very weird talking over at a Saturday night to a HR recruiter. What is the etiquette of replying back to people on odd timings? <Q> What are the etiquette of replying back to people on odd timings? <S> I'm reminded of a humorous quote from the movie, Swingers : <S> Trent <S> : You know what. <S> Ha ha ha Mike, laugh all you want <S> but if you call too soon you might scare off a nice baby who's ready to party. <S> Mike: Well how long are you guys gonna wait to call your babies? <S> Trent, Sue: Six days. <S> One of the themes in this movie is about figuring out the perfect amount of time between when you get a phone number and when you call it. <S> The answer really is, though, that there's no perfect time, but sooner is probably better. <S> There has been no breach of etiquette by you or them. <S> It was serendipity that you were both available to correspond this weekend. <A> What is the etiquette of replying back to people on odd timings? <S> With respect to time: Since you replied to the person, there's nothing wrong about it. <S> Are you concerned that the other person might think that you aren't interested <S> or you are avoiding if you do not reply asap? <S> Don't think of it that way. <S> You may reply whenever you like. <S> The email was sent during an 'odd time', so it wouldn't be bad if you do not reply asap. <S> as Aaron mentioned in his answer: <S> "There is absolutely no obligation on either of your parts to respond immediately or not respond." <S> (+1) <A> If you reply instantly on a Saturday evening, it could be viewed as you being quite diligent - or having no social life. <S> If you wait until Monday, it could be viewed as you not having the appropriate sense of urgency or actually having a healthy work-life-balance. <S> The point is, you have absolutely no control over how the timing of your response will be viewed - <S> so you may as well do what suits you and not attempt to guess what others might expect.	There is no etiquette - but the timeliness of your reply could be (over-) analyzed. There is absolutely no obligation on either of your parts to respond immediately or not respond.

Subsets and Splits

No community queries yet

The top public SQL queries from the community will appear here once available.