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Is it ok to ask your employer for English lessons? I have recently moved to an English speaking country and started working at a software company some months ago.We are at that time of the year (apparently, since it's my first time) where we provide a few objectives to achieve for the next year, some of these objectives can be: getting a certification, propose a course to follow in some new technology or something personal that you want to achieve. Besides techs courses, I wanted to propose English lessons to improve my English.I was planning on taking them anyway with private tuition but if the company can pay for it, well, better for me. But, do you think it would be out of context to ask for it? Supposedly, I should already know the language since I got the job (one of the point made out by the recruiter in my first interview was actually that they thought my English level was too low because I wasn't talking enough or giving them only short answers; that however changed a little bit with the second interview...otherwise I suppose I wouldn't had the job). Even so, from my point of you, well, there is much room for improvement. <Q> It is the company's job to provide you with the necessary training to complete your job. <S> If your job involves dealing with customers, English training could be crucial. <S> some of these objectives can be: getting a certification, propose a course to follow in some new technology or something personal that you want to achieve. <S> It seems like the company is interested in your personal goals, and if you can tie learning English into your job, it is not out of context at all. <S> Plus, you were planning on learning privately anyway. <S> What's the harm in asking? <S> Just try to tie it into your job somehow, and your employers will be more inclined to agree. <A> -- But, do you think it would be out of context to ask for it? <S> When I was a hiring manager I always was impressed when developers were self-motivated to select their own training. <S> Good luck. <A> I would position this as a desire to increase your written and/or verbal communication skills. <S> I think this would be easier to pitch because it sounds more like you're building your leadership skills and working on being a stronger employee. <S> You might want to describe the courses will specifically address areas where you feel this will help the most. <S> Public speaking or ability to create clear and concise documentation are two ideas. <S> A good language class would probably cover those two areas in every lesson. <A> It's perfectly OK. <S> But keep it very simple, short, offhand and low-key . <S> DON'T make a big thing about it. <S> What about this, send a casual email which says: "Say boss, I had an idea which might up productivity, does the company have a facility to give me further English lessons once a week? <S> What do you think? <S> Cheers, Byz." <S> No more than that - that's it. <S> (Huge tip in communication technique by the way <S> : ALWAYS asks questions in general when you are negotiating. <S> Note the last sentence.) <A> I have a differing perspective on this and at the risk of upsetting some people I will present it anyway: <S> No, it is most certainly NOT OK to ask your employer to pay for something you should have (and probably told them that you already had) before you got hired. <S> Did you at any point lead them to believe you had adequate written/oral language skills BEFORE you got hired? <S> I'm going to go out on a limb and say <S> Assuming you said yes to the above (which was lying on your resume and application) <S> then if you ask for them to pay for a course you should be paying for you'll be outing yourself as a liar and then going further by asking THEM to fix it for you. <S> If it was my company <S> I'd not only tell you to pay for it yourself <S> I'd be looking at what else you've lied about on your application.
| Without any other information then what's in this question I'm guessing this is fine, assuming that the company that hired you knew about your level of English proficiency, which makes this a good self-improvement effort. yes since no one would knowingly hire someone who can't speak the language.
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Should I ask for an introduction after I applied? I applied to a startup job on Monday and realized today that the hiring manager is connected via LinkedIn to one of my mentors. I haven’t heard back yet so should I ask my mentor for an introduction? How should I ask my mentor? <Q> I haven’t heard back yet <S> so should I ask my mentor for an introduction? <S> Seems that it has been only 2 days since you applied this past Monday. <S> Thus, I suggest you wait a bit more before considering replying or doing follow-up. <S> The "rule-of-thumb" that is often suggested on this Community is to wait at least a week before doing so, as doing it before could come as desperate or annoying to the recruiter or contact. <S> Furthermore, the fact that they are "connected via LinkedIn" <S> doesn't mean they keep in touch, or have spoken recently; asking your mentor to introduce you may prove ineffective if this is true. <A> Yes. <S> An intro doesn't have to be done before you apply, and if their relationship is positive , having your mentor also reach out to intro/vouch for you is likely to be beneficial. <A> You're much more likely to get an interview if you have an introduction! <S> Lever, a recruitment marketing company, did a study recently and found that 1 of every 16 referred (or introduced) candidates is hired, while only 1 of every 152 people who apply through applicant tracking systems are hired. <S> You can go with what I've shared or read more about the Lever study here .
| Before considering asking your mentor for such thing, first ask him/her if they are still in touch, to see if this idea is viable.
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How to survive as a junior developer in workplace that does not tolerate mistakes? My friend is a junior at a workplace that requires staff to take 100% responsibility for their work. In practice this means no code reviews. Any errors, mistakes or inefficiencies are to be identified yourself. While staff are encouraged to ask for help when they run into problems, you don't know what you don't know, and my friend is often disciplined by seniors (who are also managers in the company) when their work doesn't fit their expectations at the end of a project. This is the cause of a lot of stress for the junior in question and is destroying any confidence they have in their own work. While I can see the merits of having a "get it right the first time" culture in a workplace full of senior developers, it seems like a hostile work environment for juniors who genuinely don't know any better. Can anybody suggest techniques for reviewing and error checking your own work? Or alternatively, strategies for cultivating a healthy "learn by mistakes" review culture in a workplace? I should add that this is apparently otherwise a friendly and pleasant place to work and the seniors seem entirely reasonable in all other aspects, the junior would like to stay on at the company if possible. <Q> While there is a lot of good mileage in your friend learning Test Driven Development (TDD), the fact that he/she is being disciplined by multiple managers for falling short in Telepathy skills means that this looks like a toxic workplace. <S> The person that never makes mistakes never makes anything at all. <S> My advice can only be to make rapid strides towards the exit. <S> There are better, less stressful, places to work. <A> Understand that testing software is part of what being a software developer is <S> The job of a developer is to produce tested code, not just "code". <S> Can anybody suggest techniques for reviewing and error checking your own work? <S> This question is, really, "how do I test software?". <S> That is, obviously, a huge question. <S> At the very least, read and understand what unit, integration, system testing are. <S> Even if there is a dedicated QA team, they are a second-line check, they are not a replacement for your testing. <S> For each change, you should come up with some sort of test plan, even informally, and code isn't "done" until it passes. <S> You can look into test-driven development, dependency inversion and mocking; although those specific concepts are often taken to excess, and can lead to terrible code bloat, it is still good to be familiar with them. <S> strategies for cultivating a healthy "learn by mistakes" review culture <S> At the time of review, and afterwards, you need to think about why mistakes were made. <S> Not just, "what did I do wrong in my development" (because everyone makes mistakes), but "why didn't my testing find this fault". <S> Because when your testing improves, your code improves. <S> And seniors will have more confidence, over time, in the quality of your output. <A> Can anybody suggest techniques for reviewing and error checking your own work? <S> Or alternatively, strategies for cultivating a healthy "learn by mistakes" review culture in a workplace? <S> First, I must say that I agree with Philip's comment in part; if this unhealthy expectations and disciplining is the standard, perhaps your friend could consider looking for other job with a better work environment. <S> But that should be done as a last resort. <S> Some strategies that could help here are: Team with other junior devs and peer-review you code . <S> Not only will it strengthen their relationship and work dynamics, but will also help them deliver higher quality code and learn how to code better. <S> As your friend is being disciplined when projects end, it would be a good idea to ask for help earlier, so they have chance to correct mistakes before delivering and learn in the process. <S> Sometimes one may become obfuscated or burnt out when working on a project continuously. <S> This, in my experience, sometimes increases the chances that one misses an important detail, or is unable to find some bug. <S> It has helped me greatly to switch to other tasks, or take a break before seeking for bugs, as one can then see it with a fresh mindset. <S> It's worth noticing that you state <S> the ones disciplining your friend are his Senior coworkers, and not his boss/manager. <S> Chances are that most of them are in no position to be disciplining your friend, as that would be a role the boss should take . <S> Senior coworkers can suggest or mentor , but they should not discipline unless that is part of their explicit responsibilities. <S> I am noting this because chances are the senior coworkers who are not your friend's boss are trying to scare him off , or try to discourage him in such way for reasons unknown...
| Ask for help earlier, don't wait for the end of the project . As other junior devs are most likely in a similar position (still learning, prone to do mistakes), helping each other is a good way to go. Take a break or switch to other task before reviewing it . It is your responsibility to make sure that code does what it is intended to do and doesn't make any changes it isn't intended to.
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Is it okay to give promotion to a senior employee over a person who worked better than everybody else? At the start of the year, I had a discussion with my manager about getting promoted and she gave me a checklist to complete. She promised that if I complete them I will get promoted for sure! Now one quarter to go, I have completed all the points in the checklist and nobody else at the same level has done that. Now one person from each group of my department got promoted, but none of them have done the work that I have done. They all have one thing in common, they are all seniors to me! How should I handle this now? [Edit] Sorry for not providing enough details that raised lots of questions. Let me give you more details. Each group manager will nominate some of their colleagues to department Head on the month of September and the department head will decide whom should get promoted. The role change letter will be sent out on October of every year. Whatever we discussed along with the entire checklist is sent out as an e-mail to me as well. If it might help, here's the checklist, Clear internal code competition ( cleared it with 100% score) Clear one certifications ( cleared it with 95% score) Train employees on new tech ( handled two intermediate level trainings) Get positive customer feedback ( received multiple appreciation e-mails from customers) and both DH & GrMs are aware of it Handling multiple projects ( Handling 2 projects by which the org is getting 50% extra billing) Regarding duplicate question, I did not have problem with approaching to my manager on how to ask for role change. I hope i have handled it well but did not get the expected results :) <Q> I would advise you to have a 1x1 meeting with your manager to review your checklist. <S> The main idea is to see if you did complete the checklist according to her expectations. <S> This would be very beneficial to keep track of the quality of your work, together with what they expect. <S> It is really important to actually perform what the employer is awaiting. <S> Having an outstanding employee, doing a lot of extra works (like developing new reporting for example, idk) but performing poorly at his actual paid job will no be well perceived. <S> So, try to do a performance evaluation based on the checklist and you manager expected. <S> Best of luck. <A> Now one quarter to go <S> Your time is not up yet. <S> If your manager is to be believed your promotion should be in the next slots after the quarter. <S> There are many reasons a company may do rounds of promotions at a certain time. <S> You may want to clarify with her, but I would just wait until the quarter is up before even clarifying. <S> It's very unlikely that someone will be demoted and replaced by you if you make a fuss at this time. <A> Sounds like your manager lied to you, to be honest. <S> This is common company culture in some countries, unfortunately, where you are promised something for doing a lot of work to motivate you, then you do the extra work, and then the person who asked you to do the extra work conveniently "forgets" what they promised <S> and you don't get the reward. <S> Here's what I'd do: 1) <S> If you have written confirmation from your manager that you would "definitely" get the promotion, I would raise it as a concern with her: " <S> You said X, I did Y, what happened?" <S> That said, if the discussion was verbal-only, she is likely to come back and say something like "I don't remember that conversation sorry" and then you're SoL. 2) <S> 3) <S> If your manager doesn't immediately apologize to you and you don't immediately see a future promotion coming your way (not just your manager promising it, but actually seeing it), I would start looking for another place to work. <S> I would take that to mean that you are being blackballed somehow and you should find some other place where they won't break promises or blackball you.
| I wouldn't make a fuss about it beyond briefly mentioning to your manager and seeing what she says (probably she will say "I don't remember that happening" or something like that).
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Is it reasonable to send warning over a phone going off I work as a software developer in an IT service company. Our office has about 50 people. Usually we have our phones on silent mode. Once in a while (approx 1-2 times a month) a phone goes off, since the employee has forgotten to put it on silent mode. Even the amount of time the ringtone we hear is about 2-3 seconds. I don't know why (which I feel) a silly thing like this bothers our manager. One day when a phone went off for 2 seconds, he sent a warning email to office if this repeats again he will disallow phones at work desks. The employee whose phone went off apologized to him replying (all) to his email. Is this issue so grievous that my manager has to send an email warning to make no phones at work desk? I believe he will do it if it happens and it is bound to happen sometime. Some background: We do not have any clients visiting our office. Our clients are in US. All our employees are well behaved and nice to each other (even our manager). Is my manager being unreasonable or it is generally what is adhered in tech companies? <Q> Is this issue so grievous that my manager has to send an email warning to make no phones at work desk? <S> No, it isn't. <S> Based on my experience, this really isn't that big of a deal. <S> Don't you have company supplied desk phones that ring? <S> Having said that, if you like the situation otherwise, I would just put an alarm on my phone to set it to silent or vibrate before I walk in the door.. <S> Is my manager being unreasonable or it is generally what is adhered in tech companies? <S> In my career, I have never seen such a reaction over the phone ringing, and I work in technology as a software engineer. <S> I have a desk phone, which rings, and I also carry a cell phone for family connectivity. <S> In short, the manager is definitely over-reacting . <A> Is this issue so grievious that my manager has to send an email warning to make no phones at work desk? <S> There's no definitive standard on the seriousness of this sort of thing - it varies massively from company to company. <S> I've seen the full range from anything goes on ringtones and volume (personal or not) all the way to "if we see a personal phone on your desk you'll be written up". <S> So to my mind allowing personal phones if on silent isn't exactly an onerous condition IMO. <S> We could speculate on various reasons why this might be a particular topic of annoyance for your manager - <S> maybe he's worked in places before where it's been a real problem <S> and he is determined never let it begin, maybe he just really hates your co-worker's ringtone. <S> We've got no way of knowing. <S> Ultimately though why it's an issue for him is irrelevent, and to a certain extent <S> so is whether you or anyone else considers it reasonable. <S> And regardless of where you stand on the question of whether phones should be on silent or not this does seem to have been the accepted practice in your office for some time <S> and it's not like your boss sent this e-mail on the very first occasion that someone forgot to silent their phone. <S> And even then when he did send a mail about it <S> it was a "don't let it happen again" mail rather than jumping straight to banning them. <A> Is my manager being unreasonable or it is generally what is adhered in tech companies? <S> No <S> and No. <S> If your manager feels it is distracting other employees and themselves then he has every right as your manager to be sending out a warning. <S> There is a theory that it takes 23 minutes and 15 seconds to refocus after being distracted as found through a university study here <S> so maybe your manager is just trying to make sure that his teams productivity is not effected by such a minor distraction. <S> That being said, in most tech companies they don't mind having phones on desk and even ringing. <S> A lot of people grow to ignore work desk phones when ringing but the human brain picks up distinct and new noises such as a personal mobile ringtone <S> so maybe this is your managers issue. <S> At the end of the day if your manager is not being overly unreasonable <S> then I think you should just let it slide and put your phones on silent. <S> As of current he allows your phones to be out on desks <S> and I assume use them when needed. <S> If you were to report such an issue your manager would always win, he just needs to say well I'm improving productivity and stopping people from getting distracted and you have no argument against this.
| Having your personal phone with you at your desk is (generally) not something you need to do you job nor is an basic employment right like breaktimes etc.
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ADHD and desk location are affecting my work/family life, how do I ask to move desks? I just started with my job a month ago. I sit next to my supervisor which makes me very self conscious and triggers my anxiety even though I know I am not doing anything wrong. Also, it's a high traffic area because the trainer also sits in front of me so there are also a lot of people who comes all the time asking her questions. I am also diagnosed with ADHD so all of those people coming and going distracts me and it's just sensory overload. At the end of the work day, I am exhausted and burnt out, which affects my family life. I tried asking my supervisor about switching cubicles, she asked why, I said because I want to immerse myself more with the team because I didn't want her to know about my anxiety and ADHD fearing it would affect how she sees and treats me. She said no, because they are hiring more people and those people will be seating in the empty spot but none of them have started yet. My supervisor is very nice but my seating arrangement is really affecting me. Thank you to everyone that's answered so far. I am located in the US. I am very bad with confrontation. My anxiety gets the best of me and so I am not able to articulate myself well. What should I say? Should I send an email to her? <Q> As a supervisor, I would appreciate honesty in this situation and see it as you learning to manage your anxiety and ADHD, rather than use it as a reason to judge you. <S> If you have a diagnosis of ADHD and anxiety, consider asking your doctor to write you a note saying you need this accommodation if your manager is still unwilling to move you. <A> Do you have a good relationship with your supervisor? <S> Is she somebody you could trust with a sensitive, personal but still work related issue? <S> Then I advise you to follow the advise Taffy gave you in their answer. <S> Talk to your supervisor and be upfront with them. <S> Explain your issues, why your having them and how their affecting your ability to do your job. <S> This kind of information is useful to a good manager because it helps them manage you more effectively. <S> Now if your supervisor is not somebody you can trust with this kind of information but still somebody you can talk to then talk to them but leave out the part about ADHD. <S> Explain that the noise and constant distractions are making it hard for you to be as productive as possible and ask if you can move somewhere <S> that's a bit quieter and more isolated. <S> In the mean time, or if your supervisor says "no you can't move. <S> End of discussion <S> " then I recommend you get a decent pair of headphones. <S> As somebody who also has ADD and ADHD I know from experience that listening to music (I recommend something calm with no lyrics but your millage may vary) can help tune out a lot of the distractions. <S> If nothing works then it might be time to consider changing jobs. <S> Fact of the matter is some companies aren't good fits for some people and working in a company that does have a suitable work culture / work environment can make a world of difference for somebody. <S> Especially if you struggle with mental issues like I do. <S> Its well worth the time and effort to find one that's the right fit for you. <A> Your supervisor cares about you doing your job. <S> They don't really care about what is stopping you from doing your job, instead they want to know how they can accommodate you so you can do your job. <S> If moving cubicle solves your problems, suggest it like that. <S> Boss, I don't do so well in busy areas. <S> I have trouble concentrating in this cubicle because there's so many people passing by. <S> It's distracting/making me anxious. <S> Is it possible for me to move to a more quiet cubicle?
| I would recommend approaching your supervisor again, and being up front about the reasons you want to move. Simply stating that the trainer's through traffic is distracting you too much might be enough, too. Unless there are more issues caused by your ADHD and anxiety or they won't accommodate you, you don't have to tell them.
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Incorrect scrum meeting format not allowing for enough participation from developers I recently starting working on a project team for a company that is transitioning to Agile methodologies, and that means daily scrum meetings. The scrum masters, however, tend to hold their meeting format by going over task names and asking for progress so they can document it themselves. This leads to a lot of lengthy discussions on those tasks during the scrum between management employees sorting out details about that task while the developers sit and listen. These meetings go over the allotted half hour every single time. To my best knowledge, the scrum meeting is supposed to be a brisk, 15 minute meeting where each developer answers the following questions: What did I do yesterday? What will I do today? Am I experiencing any blockers? This should set a progress benchmark for and amongst the developers . However, these meetings seem to be geared toward bookkeeping for management purposes, and do not give adequate room for developers to set benchmarks amongst each other as the scrum meeting format encourages. Instead, the meeting is conducted by the scrum master listing issue numbers for the task names with the following question: What's the progress on this? This is generally followed by a discussion which starts as clarification between the scrum master and developer, then ends up as a discussion between management employees trying to sort out details about the relevant story. Because of this, and the nature of multiple developers being assigned to the same task while only one reports on the progress of the task, not all developers are able to participate in the meeting . Notes to consider before my question: I have experienced this issue on multiple teams within my project. None of the tasks that my colleagues or I receive on this project are assigned through the issue docs. They are all sent by email, without a reference to an issue number that the scrum master simply lists off during the meeting. I am working as a contractor, so I do not have the same leverage as a full time employee of this company would. My question is, how/who do I approach raising this issue to the project team? I do not want the scrum master or anyone in management to feel like I am essentially telling them how to do their job, but I also feel that this change needs to happen, as these meetings are very inefficient and ineffective for the developers and multiple members of the development team have expressed similar concerns. Edit: I should have noted, these meetings are over the phone. We're in around 3-4 different locations total, one of which is not in the US. None of the scrum masters or managers I've had in this project were in my location. <Q> As you stated in your question: a company that is transitioning to Agile methodologies I've been working in a company in the same track, the managers hear about the wonderful thinks that Agile provides (mostly the ability to ship faster) and instruct the development team to adopt the methodology. <S> But at the same time, they don't like that the developers spend 15 to 30 minutes every day in scrum meetings. <S> So maybe the scrum master want to do the meetings as the process says, but their manager want o expect a different result that bends the scrum master into that format of meeting. <S> Or maybe the scrum master never receive any kind of training (you can read online about implementing scrum but is not easy for everyone to do it). <S> You can use your position as a contractor (if you have previous experience) to start to make recommendations, no to tell everyone that they are doing it wrong because you don't know the whole picture. <A> You may be in a situation where you just need to have an honest conversation. <S> This can be done tactfully, but it sounds like there are some fundamental parts of Scrum that they do not understand. <S> No reason to approach it rudely ("You guys suck at this"), but a tactful sharing that there are better ways ("Can I share a way of doing this that I've seen work really well before?") might be the way to go. <S> Sprint Retrospective is an awesome place to bring it up, since that is supposed to focus on improvements to the team working process anyway. <S> You also mention the problem that Scrum Masters have to report on task progress. <S> This is, of course, problematic. <S> The fact that people come there with needs directly in conflict with the purpose of the meeting creates a structural conflict that has to be resolved in the system (in other words, it isn't a people problem). <S> Finally, you said that they are in the process of transitioning. <S> There are two things to consider with that fact. <S> First, a lot of transitioning companies actually look for contractors who have experience because it's a way to inject new ideas into the group. <S> You may find them more welcoming of your experience than you expect. <S> Second, they'll be more open to some ideas than others. <S> If you offer a suggestion and they don't take it, hold onto it for later. <S> I can't count the number of teams I've seen fight an idea tooth and nail only to love the same suggestion a few months later. <A> In my opinion, morning standup meetings are currently the bane of the tech industry for the simple reason that managers (product, project or engineering) turn them into status report meetings. <S> The companies I have been at have all had that problem. <S> Even a brisk 15 minute meeting can turn into a grind when some developer begins droning on: "then I added an api endpoint, then I added a new email, then I added new css... <S> ", meanwhile the manager is intently staring at them and nodding their understanding. <S> It is a waste of time, money, and dev sanity. <S> The underlying problem is that managers are incentivized to get status reports. <S> They have no incentive to properly run a morning scrum meeting. <S> Since I wouldn't advise you to quit over this, the only answer is to grin and bear it. <S> You can try talking to the managers about this, but you'll likely get, at best, vague promises of change but with likely no real change.
| I will talk first to the scrum master in private, to know why the meetings are this way, and then see how can you help (if its possible) without saying that he/she is doing it wrong, maybe you can tell him/her about how you experience the benefits of following the normal format of the meetings in other companies/projects.
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I snapped on my boss, when and how should I apologize? I recently snapped on my boss. He's the CEO of a small company. I regularly have scheduled meetings with another boss where you talk about work life, complaints, suggestions, etc. In the last year or so we've been having growing pains. The CEO has general disregard for other employee's working space. He's very loud and obnoxious. As a developer, I often feel forced to move to random rooms around the office for some quiet. I have verified other employees feel similar, so I'd like to believe the problem isn't entirely on me. The developers usually end up huddled in a random room (with uncomfortable seating) together working. Generally I'm forced to be migratory and cannot use my desk, monitor, mouse, or keyboard that I paid for. I've brought this up in those private meetings for over a year now to no avail. I'm very frustrated by this. I don't want to be frustrated. I don't want to be confrontational. But it seems like my complaints have not been taken seriously by the CEO. In my opinion my immediate boss is sympathetic to my issues, CEO is just a little dense is all. So today, I moved to Room B from the main office because the CEO was being very loud on a call. He literally screams into the microphone compared to other employees. CEO comes stomping down ten minutes later and declares he reserved the room (which he did). I snapped and asked him why he couldn't use another meeting room. Told him I was fed up of being kicked out from my desk, or wherever I'm forced to work, at his whim and that he/the company has done nothing to resolve this issue. I don't want to be angry at the CEO. I don't want to be frustrated. I don't want un-needed stress; programming is bad enough on its own. I would even appreciate a real attempt to address the issue. Thus far, being perpetually migratory has been the "solution". In some ways, I regret going off. It wasn't appropriate to do, but I also know that issues often go to the edge at my workplace before they're handled. Is an apology letter appropriate or it would be best if I see where the cards fall over the weekend? <Q> Is an apology letter appropriate or it would be best if I see where the cards fall over the weekend? <S> As this happened today, I strongly suggest you act quickly and don't leave it hanging over the weekend. <S> I think it would be more appropriate to <S> do this in person if possible . <S> Go to this CEO's office and speak to him there. <S> Apologize for your reaction, explain that you are under a lot of stress but that you are aware that it is not a justification for your response. <S> After that you hope for the best. <A> You "snapped," but you obviously didn't relieve the frustration. <S> This was just a "warning." <S> This CEO has obviously been entirely dismissive of your requests, and he's not going to change. <S> If anything, this will make him "push" you, more. <S> Get out, and do it quickly. <S> When times are bad, maybe <S> you put up with this sort of thing, but a competent software developer is lucky if he stands outside with a laptop and a textbook and doesn't get stuffed in a sack and kidnapped by recruiters, these days. <S> There's no reason to put up with this. <A> How about being honest? <S> You feel sorry for snapping on your boss, but you absolutely meant what you said. <S> You feel sorry fow <S> how you said it, not for what you said. <S> Request a 1-on-1 meeting with your boss. <S> Make it clear that the situation was impacting your productivity and is reoccurring. <S> Tell him in a calm and objective way that you are not the only one affected by the problem. <S> Offer your own ideas and explain how they would improve the atmosphere for all developers in the office. <S> Possible solutions include: <S> Your boss having an individual office and closing the door while on the phone close the door to your office to get some quiet (I really, really hope <S> you're not working in one of those terrible open-plan offices) <S> Anyone on the phone should automatically go into a free meeting room and close the door Have dedicated developer offices as far away from loud co-workers as possible
| I know that this site is dedicated to working through office issues, but with the loaded language in your question: You need to find another job. Apologize for your tone but give him honest feedback. If you handle this swiftly and don't leave it hanging there is a higher chance you can get out of this as smoothly as possible. If the same problem persist for such a long time, don't expect your boss to come up with a solution.
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Is it appropriate for recruiter to ask me to notify him/her if I have another offer? I am currently looking for a job and after almost every interview I get a question If I am invloved in other recruitment processes and then I get a request of notifying the recruiter in case of positive result. I always respond 'of course' but I don't feel like it at all. I have no interest in doing this. I feel like they want use me for making their job easier. I feel like they want me doing them a favor. <Q> It is not inappropriate. <S> A recruiter can ask for lots of information including you to keep them in the loop about any developments you get in your job search. <A> I don't see what issue you have with it. <S> Yes, there is some sense in which it makes their job 'easier", but it so in a way that aligns with your interests; the reason they want to know presumably is so that they can have a chance to outbid whatever other offer you got. <S> If you're concerned about having to keep track of all the companies that have made this request, you can give a response along the lines of: "I'm currently looking at a large number of companies, and will be unable to keep them all informed of the status of my application at the others, so I'm afraid that I will have to limit this sort of appraisal to companies that have given me a firm offer". <S> This will reduce the number of companies to keep track of and give the companies a further incentive to give you an offer. <A> why do they ask you to keep them informed of any offers received? <S> : <S> They might be able to use it to speed the hiring process along. <S> They can tell the people making decisions that if they don't hurry they might lose good candidates. <S> They might might be able to speed up the process of getting you an offer. <S> They can use it to eliminate you from consideration. <S> Especially if you tell them that you accepted an offer. <S> This saves them time. <S> They get an understanding of their competitors. <S> The second one is the only one that helps you the applicant. <S> Though if other candidates keep the recruiter informed the 1st and 3rd reasons could help you. <S> Remember the recruiter doesn't work for you. <S> They work directly for the company with the opening, or they have a contract with that company. <S> You don't have to keep them informed. <S> If they contact you for an update after you have accepted an offer with no contingencies, you can inform them then.
| The only reason to tell them about an offer is if you want to have your application for their opening move along faster. It is also not inappropriate for you to keep this information to yourself should you choose. You don't have to reach out to them.
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Ethics when former colleague applies for position So I recently changed my job, and have been given a req for a new hire reporting to me. I may be able to announce the position on Linked In. For ethical reasons, I will NOT be approaching anyone at my former company about this, but what if someone from that company approaches me after seeing it on Linked In? Would it be ethical to allow them to apply for the job? <Q> Would it be ethical to allow them to apply for the job? <S> Yes. <S> But if they come to you seeking a job, and they are qualified, then add them to the mix of applicants. <A> It would be unethical for you not to let them apply. <S> You should not boycott employees from your old company. <S> Your old company may try and accuse you of poaching but if the employee reports they saw it on your Linked In and was not contacted by you <S> then you should be in the clear. <A> Ethics when former colleague applies for position <S> There is nothing unethical about hiring former colleagues, or even headhunting so long as there are no constraints from your agreements with your former workplace. <S> The ethical thing to do if there is any doubt in your mind is just to stay out of it. <S> Unless you're the hiring manager or have been tasked to do that role, you have no reason to <S> and it's unprofessional to preempt someone else's role. <S> Companies hiring people are usually professionals in their own right. <S> They may have policies on hiring practices, advertising positions and everything else. <S> Just as any other role may have policies. <S> There is no ethical dilemma interviewing, I have blocked people from getting jobs because I personally knew them to be useless, so interviewing a former colleague does sometimes give you more insight. <S> But I wouldn't block them just because I used to work with them. <A> I guess it depends on the culture, but I'd have no qualms about not only letting developers from my old company apply. <S> Hell, absent other restrictions (NDA/non-compete/non-solicitation in contract), I often reached out to talented colleagues that I've worked with previously to encourage them to apply for the same company I worked for, when I found the company paying, and treating the employees well.
| It makes sense (ethically and professionally) not to solicit workers from your former company. It's actually more of an ethical issue if you bring in candidates for an interview because that means you will probably favour them over other candidates that came in on their own or by other means.
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Team managers hindering Scrum transition due to reluctance about developer autonomy My team has been trying to transition to Scrum for some time now, but it seems like the preexisting culture is preventing the team from switching to a new mindset or even causing it to move in the opposite direction. For reference, the team has two line managers, a project manager, a product owner, and five developers. Developers never have direct contact with the product owner. Although it could be argued the line managers fill that role since they define the work for the team, that is denied by PM. The project manager insists she is the 'Scrum leader'. PM also insists line managers are part of the Dev Team since all Agile teams have a "Team Lead" role, and direct supervision of the work by LMs is fine since they are the technical leads after all, which is a valid Scrum role. PM also insists daily standups serve as a reporting tool. Daily stand-ups are run by LMs who use it to track daily progress, supervise each individual developer, comment on their approach, and assign new tasks. 1-3 days per user story is taken as a hard limit per user story by LMs instead of a breakdown guideline. If a developer exceeds 2 days on a user story he receives an email about how a developer is responsible for delivering on a deadline. LMs insist collective ownership means there should be an individual per feature responsible for its development. Is there anything I can do in this situation to help the team as a developer transition to a Scrum mindset and avoid breaking the morale of the team due daily monitoring and supervision resulting from this that takes as much as 10-15% of the work week? <Q> My team has been trying to transition to Scrum for some time now, <S> I would say it hasn't. <S> Scrum terms have been flung around and misused, but that's it. <S> There is no transition visible. <S> A transition would need Scrum Masters leading it. <S> A plan how to transition (maybe as it's own Scrum project). <S> And support from upper management. <S> I can see neither in your description. <S> The people in power will not just step off and give it up. <S> The existence of 4(!) <S> people titled "manager" or "owner" and only five developers in comparison means there is too much to lose for them. <S> Implementing Scrum would mean at least two of them will lose their jobs and one might be trained to another position that is totally unlike their previous job description. <S> They will not play any constructive role in their own obsolescence. <S> If upper management does not enforce this transition, and I mean enforce , not "wish for", <S> this will not happen. <S> They will cling to their jobs. <S> It's not about culture, it's about the fact that with Scrum, they see that what they offer is not needed. <S> They are running out of time in that business and any delay, any problem in the process of transitioning will grant them another fat paycheck. <S> Sorry to be so negative. <S> The best options you have, apart from looking for a job that actually offers Scrum, is to keep your head down and hope upper management <S> does it's job to enforce this transition. <S> A first glimpse of this would be mandatory training, outside coaches on premise and filling the role of Scrum Master. <S> Until then, good luck and keep your CV updated. <A> Let's see what's wrong here: <S> Absolutely not. <S> This person doesn't have the slightest clue what "scrum" means. <S> Line managers are absolutely not supposed to be team leaders and absolutely not supposed to be part of the development team. <S> Daily standup is run be the scrum leader. <S> Not by the line manager. <S> Not by the project manager. <S> Daily standup is NOT for reporting. <S> The project manager doesn't understand the meaning of the word "deadline". <S> Adding your other comments, this seems to be an absolutely toxic and soul destroying environment. <S> Are you happy working there? <S> Do you like going to work, or are you dreading it? <S> Don't even bother trying to help. <S> Make sure your CV is good, and look for a better job in a better environment. <A> Is there anything I can do in this situation to help the team? <S> Your company appears to be going through a common phase where everyone has their own interpretation of what Scrum should be, and is acting on their own vision. <S> That's bound to fail. <S> Every company implements Scrum in their own unique way. <S> Though there may be commonalities across companies, in my experience it's most important for everyone to be on the same page. <S> If you are in a position to provide or suggest training, that could be the key to success. <S> Get the leaders together, hash out how Scrum is expected to work in your company, then train everyone on your company's Scrum process. <S> You need to be open to the fact that your particular ideas for Scrum may not be the ones that will be designated for your company. <S> You and everyone else needs to get on the same page. <A> Your company hasn't transitioned to Scrum, it has transitioned to Scrum vocabulary. <S> It's an extremely common situation. <S> While the top answer suggests leaving, which is indeed the more convenient option, there are 2 paths you can take if you want to stay and help the transition: <S> Forget about Scrum as a whole. <S> Examples are User Stories (Who is the user of that feature and what do they want to do with it?), Pair Programming, Automated Builds, Automated Testing, a Definition of Done, and so much more. <S> Look for someone who is supportive of a Scrum transition and has some clout in the company. <S> Convince them to hire professional Scrum Trainers for at least a week or two, to get the whole thing started. <S> Your company's transition is not an exception, it's the norm; meaning Scrum Trainers have plenty of experience dealing with such situations.
| The Project Manager is absolutely not supposed to be the scrum leader. Look into Agile in general, and try to introduce some of the concepts to your team. In my experience there is nothing you can do really.
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Do people actually list the name of the school (within a university) on their resume? I came across this blog post about the Harvard Extension School which says Every student and alumnus at Harvard identifies with the school he or she is affiliated with. And, like it or not, “Harvard University” is synonymous with “Harvard College” in the eyes of the public, and many people in the corporate world. At the graduate level, “Harvard University” is associated with the Graduate School of Arts & Sciences programs that lead to MAs and PhDs. The Extension School is very, very different than the College or the advanced programs in GSAS. and I never followed those guidelines [which said you don't need to mention that you attended the extension school on a resume], either. I felt “Harvard University, Master of Liberal Arts, Concentration In History” was misleading and not representative of the degree that I earned through the Extension School. I have always used “Harvard Extension School” on my LinkedIn profile and paper versions of my resume, and clearly state this fact on this blog and elsewhere. That blog also quotes a comment on this article (comments appear to be no longer visible) that reads: I have a master’s degree from Harvard obtained through the HES. My diploma says Harvard University (in latin no less). I have had headhunters and recruiters question me on it and state that it was misleading for me to list Harvard University as my school. My diploma says Harvard University, my classes were all taken on campus at Harvard (before online classes were popular), so many had to be taught by Harvard professors and not instructors, I completed all the degree requirements. I don’t see anything misleading and I don’t know how else to list it on my resume. The blog author agrees with the headhunters, claiming that this is misleading. The implication throughout the article is that anyone who goes to the college should write "Harvard College," the law school "Harvard Law School," etc. and that it is unethical and misleading to not identify the subset of the university that you attended. Is that correct? Specifically, is there an obligation to put the college/school/division/etc. of a university you attend on your resume? I'm not interested in the case of getting your degree from different campuses of the same university (for example, University of Maryland College Park vs University of Maryland Baltimore County). Additionally, I agree that putting "Harvard University" and then lying about if you did SES when you are asked is unethical. But I don't see any reason why someone shouldn't put "Harvard University" on their resume in this case. I can understand why some people would want to or choose to, but I'm curious if y'all agree that it is unethical to not put the name of the school. For example, you saw a resume which just read "Georgia Institute of Technology" (as mine does) and didn't mention which of several schools my CS degree is from, would you care that I was inspecific? I am primarily interested in general answers to my bolded question. <Q> Specifically, is there an obligation to put the college/school/division/etc. <S> of a university you attend on your resume? <S> No. <S> There is absolutely no such obligation. <S> If it concerns the interviewer, they will ask at some point during the interview process. <S> You can clarify the college/school/division if and when it comes up. <A> What does your degree or diploma say? <S> If it says Harvard University, Harvard University it is. <S> When in doubt, you show a diploma/qualification. <A> The example is very school-specific and I suspect the general public isn't that well versed in the nuances. <S> I would just list the degree e.g. "Harvard University, Master of Liberal Arts in History" and leave the extension school part off. <S> The extension school is the modality (online vs brick and mortar), which I feel is unnecessary to include on your resume. <S> A degree is a degree whether you got it online or not. <S> There are some cases where listing the school/college matters such in with interdisciplinary degrees. <S> For instance, Georgia Tech offers a Computational Media degree which is a joint degree between College of Computing and the Ivan Allen College of Liberal Arts .
| You are free to list the university name on your resume and leave any other sub-category off. Listing the College of Computing may add more creditability when applying to software engineering roles.
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Appropriate condolences for boss at work I'm enquiring about sending a condolence card or note to my boss, whose parent passed away. They are quite a private person, and I'm not sure they'd appreciate having such a personal card passed around our team for all the staff to sign. I'm thinking it might be better to have a single member of our team (with whom they're quite close) sign a card on behalf of the whole team instead, but I'm not sure if that's appropriate either. Any advice appreciated. <Q> Offer a private card, from you to them, without fanfare, mention, or notice to others. <S> Your boss will appreciate the gesture more, as it is a nicer gesture. <S> It doesn't put them on the spot to make a "team" announcement of what must be a very personal and private matter to them. <S> Giving your boss more room to acknowledge and deal with the situation on their own terms may be the kindest thing you can do in helping them at this time. <A> Appropriate condolences for boss at work <S> Your boss will not take it badly, and very importantly his family will definitely appreciate it. <S> Delivering the card should not be intrusive, one person or a select group. <S> But even if the whole team quietly appeared with one spokesperson that would show the boss and his family that everyone feels for him. <S> Just don't make a drama over it. <S> Get in, get out and leave them to their grief knowing that you have all shared it in a small way and lightened the load. <A> There are various ways to appropriately handle death of a co-worker's loved ones (see this question ). <S> To be fair, many people find office-coordinated cards to be awkward-- both for the recipient and the signers. <S> They're not offensive but they're also not particularly genuine. <S> If a card gets passed around with a checkbox-list of names, people will just sign it out of obligation. <S> That said, it is common enough that the recipient won't be surprised and will just consider it an office formality. <S> If you really want to express authentic sympathy, your initial gut feeling is correct. <S> Do it with a personal note, or just face-to-face.
| You know your boss isn't open to a group outpour of emotion, so don't offer a "Team" condolence. It's perfectly appropriate for all to sign the card, it's good for everyone to feel involved and show their appreciation and support in this manner. Cards expressing condolences, congratulations and best wishes for various "life events" and signed by people in the office are very common at least in the US. The card will likely just be tossed in the trash with hardly a glance.
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How does changing an employee from salary to hourly benefit an employer? I am what the Fair Labor Standards Act (FLSA) considers a "learned professional" and I meet all 3 of the requirements for being exempt (annual salary). For those who don't know, the FLSA sets the rules and regulation for pay and overtime. So being exempt means those rules means because I would be receiving a yearly salary, overtime regulations would not apply. However, my company is still moving me to hourly wages (non-exempt) with no written or verbal explanation. I have asked several times "Why was I chosen?" and have also rephrased the question to "What are the company's requirements to consider an employee exempt?", but I have not received a response. I have talked with the state (Texas) commissions office and legally my company does not have to give a reason for the move unless they decrease my pay (which was not the case) My question is: What would be the benefit to an employer when moving a salaried employee to hourly wage. <Q> The exempt vs non-exempt determination for "learned professionals" requires that you make over $455 per week and be salaried. <S> The legal requirements are specific, and you no longer meet them. <S> To be clear, the salary vs hourly decision is entirely theirs to make. <S> If they want to make you hourly, however, they are required to pay overtime. <S> This could be costly, depending on the needs of the business. <S> Or it could cost nothing, if they prevent you from working any overtime. <S> Why would they do this? <S> Companies with large numbers of exempt employees are sometimes subject to extra scrutiny. <S> Exemption has been abused to deny workers rightful compensation for the hours they work. <S> Misclassifying an employee can be very expensive if the labor department notices, so it is safer to (A) <S> designate the position as non-exempt, and (B) minimize or prohibit overtime. <S> There should be no negative effect on you personally from this change. <S> Your hourly wage should be equivalent to your salary for the standard 40 hours/week. <S> If they lowered your pay, you may have legal recourse depending on the state. <A> From the employer's standpoint, this is a risk management issue. <S> The Department of Labor is holding companies to a more strict interpretation of the FLSA than it did in the past, and has reclassified many positions as non-exempt that have traditionally been held by exempt employees. <S> See this Department of Labor document for information specific to employees in computer-related occupations, for example. <S> I have seen this at my own organization, where functions within my department who have been exempt for many years have been reclassified as non-exempt. <S> I work for a law firm that provides assistance with labor and employment law, among other things, so this decision was carefully considered and implemented based upon the firm's interpretation of the law. <S> That said, as you can imagine, this has not been popular with some of my staff. <S> I even have a supervisor who has been deemed non-exempt. <S> I have tried to advocate for my staff, but the firm's position is that the law is the law, and it's not hard to see their side. <S> One thing to keep in mind is that, from the government's perspective, this is intended for your own protection. <S> The change came about because many businesses were taking advantage of employees by requiring huge amounts of unpaid overtime for staff in "exempt" positions. <S> It's not a perfect situation, but your company is stuck between a rock and a hard place and likely has very little choice in the matter. <A> You want to make sure then when you work 40 hours a week under the new plan you get the same pay as the old plan. <S> You also know that if you work any overtime at all under the new plan, they will be paying you for that time. <S> Under the law exempt or non-exempt doesn't change how breaks are scheduled. <S> That is a workplace rule to make sure that a worksite isn't left empty or below some minimum staffing level. <S> You can be salaried and still have to follow the concept of core hours. <S> One reason they make employees non-exempt is to be able to control the overall shift schedule. <S> The more control they need over when you arrive at the office, and when you leave the office, the more likely you will be made hourly. <S> Sometimes they switch employees to hourly, to overcompensate when they are concerned that some employees that should have been hourly were made exempt and they now owe back overtime pay. <S> They could have been caught, or they knew of companies that were caught. <S> It is safer for them if they consider too many employees as hourly.
| Since they have switched you to hourly, you are no longer exempt. In the past, companies have designated employees as exempt in order to avoid paying overtime.
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Should I provide my boss a list of all the passwords I know I'm a senior developer (relative to this company, by years, and knowledge of how the company runs and knowledge of systems, passwords, networks etc.) in a small business of 8 people including the Managing Director/our boss. I've been at the company for almost 5 years now and over the last year and a half it's been very much a plateau for me and I'm not learning anything or improving, and the work being brought in doesn't interest me and it seems that no new technologies are being used or implemented, and suggestions brought up to do so are generally backed down. I do have a career change in mind, which is a drastic change to what I currently do, which interests me a great load more now than when I started my development career at the age of 17. Being that I am a senior developer at this company, I know quite a chunk of information imperative to the operation of the company. Whilst 90% of what I know is written down in the documentation, the other 10% is information that I don't know I have until the discussion of a topic comes up and my brain triggers an "oh, this is X,Y and Z. Do A, B and C", the concern I have is the number of passwords I know off by heart or by muscle memory. Should I provide my boss with a list of all the passwords I know , as a courtesy to them that way they don't have to worry about figuring out what needs/should be changed or not? Or could this be perceived as "He's telling me knows all these passwords, and that I should change them, he's going to attempt to do something after he leaves."? EDIT: I'm not saying I know passwords they don't or aren't logged, I'm saying that I know a lot of them off by heart and should I let them know which passwords so they don't have to go looking through the password manager in use <Q> When you leave in this sort of situation you should prepare a hand over document for your successor, this would include any passwords or procedures that only you know and are integral to the position and will be their primary reference while they get up to speed. <S> You are the expert in your position, not the boss, everything should be centrally and logically concentrated into this document. <S> Not given piecemeal to your boss but as a whole. <S> I still see comprehensive hand over documents I made over a decade ago still in use and updated by chaps who are 3rd generation or more successors of me in those roles. <A> You're asking two questions: <S> Should I give my company the passwords I have <S> and they don't <S> Should I do this now <S> (if you go this route - see the rest of this answer) and hand them in right after your notice. <S> I'm making the following assumptions about the passwords: <S> The accounts are generic (ie. <S> admin ) <S> and in no way tied to your personal account <S> You are the only one with access to that service or account <S> They are not shared with any other accounts, yours or not, personal or not <S> As a technical guy I cringe every time words formulate a sentence in the way you have because passwords are generally personal . <S> However I don't think you're doing anything violating that principle <S> so I will continue without screeching <S> "that's inshechure" at the top of my lungs. <S> But I will still follow the general advice in these situations, just for the sake of principle. <S> The general pattern is to give access to the resource and the password is one of many ways to do that. <S> External services usually let you add other Users or Points of Contact to the account. <S> Add your manager or a colleague now, because it makes sense to increase the bus factor regardless of your looking to make a move. <S> Internal services can usually make do without you, your own admins will be able to reset access whenever they need it. <S> It would still be good to make a list of those accounts in your hand-over documentation. <S> Everything else , weird artifacts like local KDBX files, etc, can be divulged if you change the password first to really <S> make sure it's not shared. <S> If these artifacts are accessible from a public network, and your own admins cannot control access, I would definitely make a bold point on that, perhaps in a separate email, to make them change that password as soon as possible. <A> Should I provide my boss with a list of all the passwords I know, as a courtesy to them that way they don't have to worry about figuring out what needs/should be changed or not? <S> I say you stick to providing the info that your boss requires from you in the process of leaving (during your Notice period most likely). <S> Companies have their own protocols and procedures when someone leaves , including revocation of credentials, handling equipment, etc. <S> You should stick to what they ask you to hand, which will most likely include a list of the passwords of your users. <S> Depending on the company, they should also change/update their passwords and credentials the moment a senior employee leaves, and not just depend on them giving them all they credentials they recall (as it leaves spaces for human error as well as chance of withholding information). <A> I'm saying that I know a lot of them off by heart <S> and should I let them know which passwords so they don't have to go looking through the password manager in use <S> The password manager exists for a reason - it is presumably put in place specifically because it's the standard level of security that the company expects. <S> Going around the password manager is therefore a no-go as it actively violates the password manager policy. <S> Whether it's you writing something down on paper as a personal reminder, or you writing it down for others to read (with good intentions), doesn't really matter here. <S> You're violating the policy either way. <S> You should not circumvent the password manager and thus not write down/give out passwords to anyone. <S> It's the password manager's responsibility to manage people's access to certain passwords. <S> Should I provide my boss with a list of all the passwords I know, as a courtesy to them that way they don't have to worry about figuring out what needs/should be changed or not? <S> However, if you really want to avoid being blamed for future intrusions, you could suggest that the passwords are refreshed after your absence. <S> I don't think this is a particularly necessary step, but if you really want to ensure this, simply asking to refresh is the best way. <S> You don't need to actually give the current passwords for them to do that. <S> Simply stating that <S> you know some important passwords is enough of a heads up. <S> Or could this be perceived as "He's telling me knows all these passwords, and that I should change them, he's going to attempt to do something after he leaves."? <S> Even if that idea were to enter their minds (which I highly doubt unless you've given them reason to suspect this), by giving the passwords and confirming your knowledge you are effectively proving that you do not have malevolent intentions (because you'd be ruining your own plans by alerting them). <S> "He knows the passwords and tells us he knows them, he must therefore be planning something sneaky" is not a logical conclusion to make.
| There's no need to share the password itself, as mentioned before. The answer to the second one is you don't have to, just write them down somewhere
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Company claiming "place of work" legally has to be the company's registered address for contract purposes The company I work for has been acquired by another company - both are very small in size, with no more than ten employees total. It's at the point where we've all been asked to sign new contracts, but I'm reluctant to sign as my "normal place of work" is listed as the company's registered address, not the office where I currently work (and this would theoretically add over two hours onto my commute each way!) I've pushed back on this, but have been told: Not to worry, I can carry on working in the same place informally; The normal place of work can't be changed on the contract, as the normal place of work listed legally has to match the company's registered address. My gut feeling is that this legal argument is nonsense. I'm also reluctant to sign not just because of the place of work change, but because of implications on claiming expenses for travel. Assuming that this claim is the nonsense it seems to be, what is the best way to push back? <Q> My gut feeling is that this legal argument is nonsense. <S> It can be but no obligation to make it so. <S> If you're having trouble making them understand that then ask them how on <S> earth companies with multiple offices/branches/etc manage to exist. <S> Amusingly if you did sign the contract as is but were expected to continue working at your existing site you'd actually become eligible to claim mileage/traveling expenses for going to the existing site as it would no longer be considered your "normal" place of work for tax purposes.. HMRC would almost certainly not accept that of course <S> but you could attempt to use that as a way of point out the wrongness of their proposition by sticking an expenses claim in! <A> As others have said, the legal argument is nonsense - imagine for example an employee of a supermarket chain - their normal place of work will be the particular branch of the supermarket, but the registered address will be the head office. <S> I would be very concerned about this, as it clearly says to me that they intend to close your office and force you to commute to the other location. <S> The 'informal' arrangement then won't be worth the paper it isn't written on... <S> I'd also read the rest of the terms VERY carefully, in case they've tried any other tricks... <A> Other answers have pointed out that the address thing is a lie. <S> What you should be really worried about is that they are lying to you to get you to sign the contract. <S> Given that, any informal assurances they give you are completely untrustworthy. <S> Nothing will count except what's written in your contract, and expect them to try to get out of that as it suits them. <S> This is a terrible start to an employer-employee relationship. <S> If you don't go out and find another job, have a lawyer look over your contract before you sign, and be on the alert for other things. <A> When you go to work, you first travel in your own time and at your own expense to your "regular place of work". <S> If it turns out that you need to work elsewhere, then you travel during your work time and at the employer's cost to that other place. <S> So if this was taken serious, you'd be travelling from your company's registered address to your actual work place and back every day, at the company's expense. <S> Your "normal place of work" is the place where you normally work. <S> Unless you normally work at the registered address of the company, that's not your normal place of work. <S> After all, it would be expected for you to work at your "normal place of work". <S> That is not where you are working now, but at the registered place of the company, if that is in your contract that you accepted. <S> " <S> Informal" agreements are not worth the paper they are not written on. <S> At the very least, these two points that they make should be included in the contract. <S> As it is, the new contract should not be accepted.
| You're 100% correct - registered address for a Limited company in no way has to be your usual place of work. As others said, this is either stupidity or intended to trick you.
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Work Desk is too Close to the Toilets This question is on behalf of a colleague, Alice. Alice's desk is situated right next to one of the toilets and, as you can imagine, it often gets pretty smelly where she works. This has been made worse by the fact that the other toilet upstairs has been blocked for a couple of days and so everyone in the company has been using the downstairs toilet to do their business (we are only a small company of 22 staff and so only have 2 toilets and the upstairs one has now been fixed). Alice has brought up the smell with management on a couple of occasions and they have bought several air fresheners for the lobby and the toilet, however, they do not fully cover up the smell. She has mentioned to a couple of other staff that although she loves every other aspect of the job, she is looking for a new job due to the smell she has to deal with every day. The 2 other customer service reps are also unhappy with the situation. Is there anything else she can request that management does to resolve the issue? <Q> The problem isn't really that her desk is too close to the toilets - more that the smell from the toilets seems to be at an unreasonable level. <S> The "clients" angle is the one I would take - stress to management that the smell is likely to give an extremely bad first impression to any client/potential client visiting the office (or indeed any other visitor). <S> From the sounds of it some air fresheners aren't going to cut it (possibly a case of management not being aware of the full extent of the problem) <S> so I would suggest your colleague investigate the ventilation situation of these toilets (depending upon your locale there may be local H&S legislation specifying the requirements for this - there definitely is in the UK) <S> and if it's inadequate/broken then take <S> that to management when your colleague approaches them. <S> I realise that it's not really her responsibility to investigate these issues - but with the ultimate goal in mind of getting this resolved it may be worth doing as presenting management with "problem + solution" is likely to be much better received than just the problem itself. <A> Is there anything else she can request that management does to resolve the issue? <S> Certainly. <S> She can ask that her desk be moved to somewhere less smelly. <A> I realize redesign of the building is not really an option but that is just a poor design if a single door restroom leads directly to office space. <S> This is probably an older building. <S> Management should not need to be told a desk next to a restroom is not acceptable. <S> They should do more than air freshener. <S> Management should look into a higher volume fan, spray before you go toilet spray, and an office layout that does not put a desk next to a restroom. <S> It could be storage area and or copy machine. <S> People would still need to put up with it but for short periods of time. <S> Also a copy machine puts out on odor that would slightly mask the toilet. <S> As for Alice she needs to go to management and tell them this is still a serious problem for her as the air freshener is not enough. <A> This is an engineering problem. <S> If the company owns the building then the problem should go to maintenance. <S> My office is next to a toilet, the whole place could use it one after the other after a hard night on dodgy curry <S> and I wouldn't know. <S> The air is extracted out. <S> If that broke down which it never has. <S> I'd just close my door. <A> What kind of company puts any employee next to the toilet door. <S> The fact they thought this was acceptable (even if it was temporary) shows exactly what type of company they are. <S> I bet you anything the boss wasn't get put next to the toilets. <S> I'm sorry if this is harsh <S> but it's time for both you and Alice to look for another job.
| Suggestion should be made to management that the building owners be apprised that their toilets are emitting an unpleasant odour. They should be in a hallway or behind double doors.
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What is the most effective strategy of addressing a drug-related arrest during my job hunt? I'm a second year Accounting & Finance student at a university which ranks in the top 10 universities in the UK. Last year (age 18) I was arrested and given a conditional caution for possession of a class A (MDMA). It's my understanding that drug-related criminal records are viewed as extremely bad - especially a class A. I've been trying to deal with it and I've thought about it every day since it happened. I massively regret it but nothing I can do will change it now. I am looking at applying for accounting placements at the Big 4 accounting firms and possibly Financial Analyst roles. What is the most effective strategy of addressing this issue during my job hunt? <Q> There's good news and bad news.. <S> The Bad News <S> A caution will remain part of your criminal record for life (well until you turn 100 anyway, see point 30 <S> - it's not a conviction though) and will show up on all Disclosure and Barring Service (DBS) (formerly Criminal Records Bureau (CRB)) checks (basic, standard and enhanced). <S> If your planned career would take you into a position that the Financial Conduct Authority (FCA) consider a "controlled position" then they are legally required to carry out a DBS check before employing you. <S> They won't be doing this until the offer stage at the earliest though so you will have a decent opportunity to explain yourself. <S> The Good News <S> Certain types of caution (including your specific one) are eligible for what is called "filtering" where they after a certain amount of time they are automatically filtered from the results of a DBS check. <S> As you were 18 or over at the time this will take 6 years from the date of the caution, so although it's technically still on your record (and available to the Police in a Police National Computer (PNC) check) it won't be affecting the DBS results after that point. <S> There's more good news in that <S> having a record doesn't automatically mean you won't get approved - the FCA take various factors into account: <S> The nature of the offence and the relevance to the controlled function <S> Whether the nature of the offence raises questions about honesty, integrity and/or competence <S> The amount of time that has passed since the offence occurred Whether the offence relates to an isolated incident or forms part of a pattern or behaviour. <S> The applicant's honesty when applying. <S> The last one is especially important - basically for the 6 years post-caution you need to disclose it before the DBS is carried out. <S> Lying or neglecting to mention it will kill your FCA approval dead. <S> They take that very seriously <S> Once your caution has become eligible for filtering <S> it's up to you but feel free to not disclose it as it won't show on the DBS check. <S> So in summary it's bad - but not career-ending. <S> I doubt the FCA is going to consider a one-off caution for possession when you were 18 to be particularly relevant to most positions and as long as you are squeaky-clean after that point <A> Be prepared to be questioned about this, should your application prompt a background check. <S> There's obviously a chance that your application might get immediately rejected at this, but there's also a chance that you have other redeeming qualities that merit an interview. <S> should you make some kind of mistake at work, so treat it as such. <S> Be upfront and honest and view this as something to be learned from. <S> Make that lesson a positive and use it to show how much you've learned and matured since then. <S> If you find that your applications are being rejected a lot, then talk with your career advisor (or whatever rehabilitation resources you were offered after your caution) with a view to dealing with these rejections and look for ways of moving forward from here. <S> Be prepared to accept the impact this has had on your future career plans and that you may need to see your sight lower than your ideal should things not work out for you right now. <A> Honesty is going to be your best policy. <S> I wouldn't explain this on your resume, or bring it up in a job interview, unless asked. <S> However at some point you'll have to sign the paperwork to have HR pull your criminal record. <S> In addition to providing your signature, a short document highlighting what they are going to find, and your good explanation of what you just stated to us about this being a mistake <S> and you are a different person would go a long way.
| All you can do is admit to what happened and don't make excuses - use this as a way of demonstrating how you're going to behave
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I'm bored at my new work but don't want to bother my lead every hour, what to do? I am a software developer, my skillset, experience and my previous employer's trust and so on would qualify me as mid to senior-level. At the previous company I was kinda "head of" backend department and I was often tasked with leading projects. So working in a more "regular" position is something new to me. There was always something to do. Right now I feel like the work is drip-fed to me. I have recently changed jobs and in the new company for the week and a half all I'm getting is trivial tasks of "add something here" or "remove this from here". I get 1 task every time, I have to finish it and ask for another one. The problem is - these are trivial things that I finish in half an hour or an hour tops. Which means I have to constantly bother a developer who is a technical leader on my project. What to do? I don't want to be bored at my work but I also don't want to constantly bother that poor guy. I have already asked the Project Manager about it and they promised to have some sort of task backlog for me from which I could take tasks freely. That didn't happen for a whole week. Should I patiently wait for a week or so to see if things improve or...? <Q> This is one of those questions I'd advise asking pretty directly to your technical lead or manager: <S> Hi <S> x, I'm conscious that I end up bugging you a lot at present since I'm being allocated reasonably small, atomic tasks to complete one at a time. <S> Is this ok, or would you prefer that I worked on something longer term in between these tasks <S> so I don't have to ask so many questions? <S> Phrase the question in a <S> "I feel bad bugging you all the time" way rather than a <S> "I'm bored and pissed off because I'm getting crappy tasks" way, and you can't really go that wrong by asking it. <S> From experience, your technical lead is most likely giving you small tasks to complete so you can gain confidence and get up to speed with the codebase and their development methodologies / lifecycle. <S> It's normal to be allocated these sorts of tasks for a while after starting a new job, then at some point you'll likely be given something "meatier" to get your teeth into. <A> You just walked in the door, do things their way while they sort out how to handle this. <S> If that means asking for a task every hour then ask. <A> If you're a senior dev then I suggest taking the initiative. <S> Codebases always need improvement - run the app. <S> I'd happily bet you there are warnings and little log errors. <S> Clean them up, it's not hard to do, shows initiative and gets you familiar with the codebase. <S> What is the build process like? <S> Can it be improved - if it takes more than 5 minutes, then the answer is <S> yes , so see if you can improve it. <S> Would having a faster build machine improve it? <S> Then push for one. <S> What is the test process like? <S> Does it exist - <S> if so, is it multi-threaded (and how much time might that save?). <S> If it doesn't exist, could you propose a test framework - perhaps one that business could drive? <S> There are countless ways to improve a software system, instead of going and asking for jobs, just make a few for yourself. <S> If there was anything really urgent they'd tell you to do it. <A> A passion project is a task you come up with, using a technology you want to learn and/or use that you feel can greatly benefit the company. <S> For example, developers always see something they can improve, and want to use some new framework/tech to accomplish it. <S> The key here is to phrase it <S> so you highlight the company benefits, not just benefits to you. <S> If it's agreed upon, you get to do something you love, and the company gets some sort of benefit for your time.
| I suggest you talk to your boss about doing a passion project.
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How to avoid being branded negative for bringing up risks and problems I work in a unit where communication between different people and teams isn't functioning well. That is a problem in itself. But since, after trying for months, I came to the conclusion I can't change the culture in the unit, I wouldn't like to focus on it here. The problem is this: Some colleagues are working on a project or change without explaining it to other people or just explaining it in very, very general terms. Questions are answered very generally ("the decision won't have consequences for you", etc.). People affected aren't consulted or even informed about changes till the last moment. Then they tell the rest of the group what decisions have been taken or I learn from other sources a bit more about the consequences the decisions have for the rest of us. And they are often really bad. To give you an example, in one case, a decision was taken, which could make our work break the law in the country. When I learn about the decisions, which as I say is normally in the very last moment, I bring the risks up. Then I'm branded a negative person by our boss. The risks I point to aren't put into question - these are objective risks, but I'm criticized for even bringing them up. I'm not sure how I should tackle similar situations in the future: If I don't point to specific risks not being considered, projects will be implemented, which have negative consequences for both the organization (non-compliance, etc.) and me (a sometimes hugely increased workload which will make my work simply impossible) If I bring it up, I'm branded a troublemaker. I'm asked why I haven't signaled it before. When I explain I've just learned about it, I'm branded "not proactive". Any ideas what a good strategy to deal with such a situation is? I use an objective tone and factual information when pointing to risks and negative consequences. <Q> Two points jump to mind here: <S> A lot of the time it's not so much what you say, but how you say it. <S> Secondly, you don't necessarily have to be the bearer of bad news <S> all the time, you can simply point out that it needs investigating, and let someone else be the bearer of that result. <S> So instead of saying something matter of fact, negative, and unarguable: <S> This project is a big risk as it affects our x compliance. <S> This isn't a good idea, as it could result in legal consequences for the company with fines up to y . <S> You can mention something positive first and then suggest that someone else takes your concern into consideration and makes a decision: <S> Something like this would be fantastic for <S> x if implemented, good work! <S> One thing I'm aware of that might be relevant in this space is y compliance, which could affect some decisions we make around this <S> - I'd suggest looking into this as a priority. <S> They can then take your advice and look into it and go " <S> Ah crap, we need to start again" and you've given them a helpful tip off, or they can decide that they don't need to take any action and carry on. <S> In the former case you've become helpful, and in the latter case you have a paper trail to CYA if it hits the fan later on. <A> You're persisting in using a strategy that hasn't worked in the past. <S> You're casting doubt on the professionals in charge of projects and everything, no matter what your tone, is negative. <S> Lastly it's not even your role. <S> This is a recipe for becoming unpopular and having your opinions disregarded. <S> It also may be the reason you're left out of the loop during the building/consultation phase. <S> If it is your role to be included, then your authority and role are being undermined, which is a separate problem that needs to be dealt with, but would be primary causation for these other issues as they wouldn't exist. <S> You shouldn't present problems without solutions if possible. <S> You should look for positives in stuff like this, remember you're dealing with the people who made it. <S> Show some enthusiasm, discuss the positives, mention the negatives as an afterthought. <S> Don't assume that your opinions will automatically be taken seriously, it doesn't work like that in the real World. <S> You have to prove your contributions add value, <S> if you can, this will get you included at higher levels. <S> If you can't, it's best to keep quiet and focus on your role. <S> Any change or project is a wholistic thing, they're very unlikely to go to trouble and expense for something that is uniformly negative to the company. <S> If it's not your job to oversee things, don't second guess those who's role it is all the time. <S> It's important to always keep foremost in your mind that it's not your company. <A> If I bring it up, I'm branded a troublemaker. <S> I'm asked why I haven't signaled it before. <S> When I explain I've just learned about it, I'm branded "not proactive". <S> This is called "shooting the messenger" and it is a very common organizational problem. <S> However, your observation above basically contains the solution. <S> You have to get involved with the other teams before it comes down to that meeting. <S> Get to know them and what they do. <S> Introduce your concerns at an early stage. <S> Don't wait until a project manager asks them to throw their "deliverables" over the wall to you. <S> This requires developing a relationship of trust with the upstream teams. <S> Some organizations use meetings (or project phase/gate changes) as a rubber-stamp formality where there are not supposed to be "surprises". <S> Such meetings/events are run almost like a legal proceeding that give the illusion to "the suits" that work is done in predictable stages and handed-off from one team to another cleanly. <S> You are throwing a monkey-wrench in that expectation by raising actual problems during these transitional events which you mistakenly (and understandably) thought was designed to raise concerns. <S> Trying to take an "objective" or "factual" tone in raising your concerns during these times isn't going to help. <S> In fact, it will make the others even more defensive and less willing to trust you. <S> Do what your boss suggested and take a more proactive approach (and when you do, your objective/factual tone will be appreciated).
| If you're perceived as the person who only ever says matter of fact, negative stuff about projects or decisions, then you're going to be perceived as a bit of a negative kill-joy (rightly or wrongly.) I use a matter-of-fact tone and factual information when pointing to risks and negative consequences. And you shouldn't get involved negatively at all if it's not part of your role.
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How to solve this shared resources problem at my workplace? We have some shared resources at my workplace, namely: the dishwasher the coffee machine the kitchen sink and we have a policy on how to use them: Dishwasher If you have some dishes which need washing put them in the dishwasher If the dishwasher is working don't open it, wash your stuff in the sink If the dishwasher is full of clean cutlery either wash your stuff or empty the dishwasher then you can put your stuff in the dishwasher The problem is that most of my colleagues adhere to this but there are some of them who just put their stuff in the sink without washing them, or put their dirty stuff in the dishwasher which is full of clean items. The coffee machine has the same problem, although less severe: it sometimes needs filling with water, coffee, or emptying, but even if it displays what to do some people just ignore it so the next one to drink coffee has to do these. My problem is that this behavior generates additional work and also contributes to friction between colleagues: sometimes people get annoyed, they talk about it all the time, but no solution emerged so far. In my opinion, this situation is a time sink and I'd like to figure out some solution which makes it go away. What can I do? <Q> My problem is that this behavior generates additional work and also contributes to friction between colleagues <S> : sometimes people get annoyed, they talk about it all the time, but no solution emerged so far. <S> In my opinion, this situation is a time sink <S> and I'd like to figure out some solution which makes it go away. <S> What can I do? <S> That person keeps them neat, empties the dishwasher, cleans them at the end of the day, etc. <S> Rotate <S> this assignment weekly, so that everyone in the office takes a turn. <S> That should remove any friction. <S> I've seen this work very well in one (small) office where I worked. <S> One of the slob employees even got the hint and started being far more tidy after taking a turn in the cleanup role. <S> For extra "points" make sure folks at the top set a great example by taking their turns as well. <S> I've seen this be extremely effective in one company where I worked. <A> Expect that no matter how fair of a plan you seem to have, it will not be followed by a portion of the population. <S> They will ignore all hints. <S> They will ignore all signs. <S> For mandatory chores they will find a way to be out of the office. <S> You need to continue to do your fair share and then as much as you are willing to do above that level. <S> One office <S> I was in <S> had a few employees who put their coffee cup in the sink on the way out the door each night and then found it clean and neatly put away when they showed up the next morning. <S> This was so ingrained that the night before the movers arrived when we were to move to a new building, they placed their dirty cup in the sink before going home. <S> They were then confused when it wasn't in the cupboard the next workday. <S> The dirty mugs were found a week later. <S> The movers packed everything. <S> The people missing mugs blamed the other members of the office for not cleaning the mugs and packing them before the movers arrived. <S> I have seen well designed plans for coffee, dishwashers, sinks and the office trashcan fail because no matter what the plan was, or how it was communicated only 90% followed the new guidelines. <S> It was always the same 90% <A> Put your policy onto a sign and stick it on the dishwasher. <S> Best if this is done by a manager. <S> Just because there is a policy doesn't mean everyone is aware of it. <S> If it's still a problem with staff after the sign, a good manager would check. <S> If they found some dirty dishes they'd be asking who the pig was who didn't do them with varying amounts of politeness depending on various factors. <A> Some people are going to be slobs. <S> Where I work, people are pretty neat, but there are lots of pretty blunt people who enforce via peer pressure. <S> If you don't have that, I'd suggest making it impossible for people to "cheat": Replace the coffepot with a Keurig machine. <S> No longer need to make a fresh pot. <S> Get rid of or disable the dishwasher. <S> People wash their own dishes in the sink. <S> Eliminates the possibility of mixing dirty and clean dishes. <S> Yes, the slobs will still not wash until they have to, but this way, once in a while, they'll have to. <S> In particular, if they bring in lunch in a tupperware, they'll need to clean it themselves.
| Designate one person each week of take care of the dishwasher, coffee machine, and sink.
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Blogging about techniques researched during working hours I am a programmer for an mobile app development company, specifically for the server side. I am wondering whether it is bad to write a blog about techniques learned during working hours. I am not talking about ground breaking stuff here, I did a little project where I used someone else's blog post to find out how I could do it. It was however very basical;y described and I would like to blog about it in more detail. I am wondering (specifically in programming) what I would be allowed to share and teach to others. My first thought is asking my employer whether he would be okay with it, however I wanted to hear the voice of the internet first. <Q> I am wondering (specifically in programming) what I would be allowed to share and teach to others. <S> Good for you. <S> Sharing is not only a great way to help others, it's also a great way to build your personal brand. <S> Many, many of us have done the same. <S> For many years I wrote a blog about my profession. <S> I did this through several different employers and never asked permission. <S> You won't be allowed to share any company-confidential information. <S> And you may or may not be permitted to mention your company's name, or the names of those you work with. <S> As @DJClayworth points out, you may not be allowed to share the fact that your company is using a specific technology, although that may not be typical. <S> When in doubt, ask your boss. <S> Oh, and make sure you do your blogging on your own time. <A> If you ever been to a conference, the speakers always talk about something they learned while on a project that is related to the subject of the conference. <S> With that in mind, I recommend asking your manager if you can share this with others in the group. <S> Might benefit them as much as others. <S> Just be sure you're not violating the NDA, don't share company secrets or anything that could give a competitor an advantage other than learning from whatever programming task or technological hurdles you encountered. <S> Good topics: <S> "What I learned about using X...." <S> "Pitfall of o-auth2..." "Good design of CRUD..." "RESTful API design hurdles..." "Getting started with..." "What I learned about injection..." <S> "Making program <S> A talk with B..." <S> Bad topics: "Our database structures..." "Hey hackers, try to hack this web server..." <S> "Our security layout...." " <S> A company secret..." <S> "Loopholes in our credit card processor..." "Our password is 12345..." <A> I would advise against it. <S> If you use any code the company can derive as being theirs you violates the NDA. <S> Remember all of the code you write on company time is considered company code. <S> Unless your blog is only teaching things like OOP principles or broad concepts. <S> If you start showing how your company does things, you are basically violating the NDA. <S> It's just safer to not do it.
| You may or may not be allowed to share code from your company. You are always allowed to share your own thoughts, your own comments, and your own code.
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Organization and efficiency of team meetings and 1-to-1 We are a small (5 people) team of geographically dispersed employees in a big international corporation. Up until now, our manager decided not to have 1-to-1 meetings with any of us, but a single weekly 2-hour meeting in which we would all in turn tell about our activities and our issues. I always thought this was a waste of time, as we were all talking to her only, while other team members were actually distracted or working discretely on their computers. I am not sure I can blame them for this, as the whole format of the meeting seems problematic to me. The official goal was to make sure all team members were aware of what's going on in the team, and allowing people to cover for others during holidays. Most often than not I've observed that the meetings resulted in a mix of bragging for some achievements, and complaining for all the difficult challenges each had/has to face. Now, I was recently appointed the new team leader. I have no management experience, so I wonder on how to improve things and make those meetings more efficient. My first idea would be to schedule weekly 1-to-1 meetings with all team members, and to shorten the global team meeting to make it something like "share your challenges on which you need a brainstorm, or help from the team". Each team member would not have to talk in turn, if they have not much to add. I am also thinking of having 2 team meetings per week to increase the pace a bit, while not doing like the digital equivalent of a daily stand-up (that would be difficult considering the timezones!). What is relevant also is that we do not report on hours spent on each topic, which to me is a bummer, because that could help me in my new position see the disparities of work between team members and the overall time we spend on each project. Since it's just not standard practice in the company, I don't see how I could implement something similar in the team. The reporting to the department head was previously done through a different process, where each team member would send weekly a standardized short document, that would be summarized and merged by the team leader. That resulted in some redundancy and team members complained. I am not sure if this particular redundancy is bad, or bad enough to want to avoid it. It might not be a best practice but I was thinking of keeping this the same. My question is then, in this context, what would be a better approach to team meetings and reporting that would be efficient and respect everybody's time? ideally I would want it to encourage people to be productive, and discourage the bragging and complaining for the sake of it. <Q> Personally, a 2h long team meeting is my definition of hell. <S> I even work during one-hour team meetings, can't imagine not working or doing something different when a colleague goes on about people and changes <S> I don't know - <S> and I don't need to know about. <S> Interestingly, these meetings don't even necessarily favor team communication. <S> In my team, people are excluded from decisions on purpose although we have plenty of team meetings. <S> Communication should be encouraged and demanded from team members in their everyday work. <S> One meeting once a week, even if it's long, won't change anything if otherwise the communication doesn't work. <S> Shortening the meeting would be a good first step unless the work of your team members is so interrelated that there is plenty of topics everybody should discuss together. <S> Things that need to be discussed with just the manager should be discussed during 1:1s. <A> First thing, is that you don't have to make a "final" decision. <S> Try out something, see how it works, and adapt it. <S> I run: Daily standups. <S> What have you done <S> /what do you plan to do/do you have any blockers. <S> About 2 minutes per person max; longer topics should be taken offline to those relevant. <S> It's "difficult" given our AMER and EMEA timezones, but it's less difficult than not doing in and getting worse velocity and results. <S> These are never for "reporting to management" <S> they are so the team can actually talk to each other (sounds like that's not happening now) and help each other solve problems <S> (also sounds like it's not happening now). <S> One job we had EMEA, AMER, and APAC people <S> so we did individual standups and scrum-of-scrums; once we had just two junior folks in one location iwth no time overlap with the other teams <S> so we sent them an audio recording of our standup and they sent theirs in email. <S> Weekly one hour team meeting. <S> The first half is sprint planning and the second half is discussion of designs, issues, and so on. <S> Issue discussions use structured discussion techniques so they don't go off the rails. <S> Structured brainstorming, blameless retrospectives, lean coffee... <S> Search up some of those, learn them, determine what helps. <S> Biweekly one-on-ones with my reports. <S> Personal coaching, working on their issues, professional development. <S> Use these to focus chronic complainers on being self-actuating and finding solutions to their own problems. <S> Tune those and find the right mix of time spent and value gained. <S> Regardless of the type of meeting, focus them on the tasks at hand and solving problems, don't let them turn into interminable bitch sessions or saying the same thing over and over. <S> But that goes past the meeting format to, in general, managing and developing your people, which you'll also have the opportunity to learn! <A> Changing the existing meeting to weekly one-to-ones will just take the same thing and spread it out over a greater period of time. <S> It may save the individuals a small amount of time but will cost you quite a lot. <S> Which is a trade-off you'll need to weigh up based on your own responsibilities and work load. <S> Doing it that way can also be an absolute pain to schedule. <S> A better approach would be to give people a soft time-limit for their updates in the meeting (i.e. Agile stand-up style) <S> - this way you would likely cut down on the extraneous stuff and keep them more on point. <S> If you still feel like the content is too bragging/complaining then address those specifically with the individuals.
| Setting clear rules for these meetings (e.g. "present a short summary of your important tasks, without going into details, plus discuss the road blockers and help needed from other people") could help too. A problem with team meetings is that many people misuse them to brag and discuss topics just with the manager, topics which aren't relevant to any or most other participants and which they don't have enough info to understand.
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Is it commonplace that the project manager and the line manager are the same person? In my division (of a very large company) it seems common that someone's line manager is also one's project manager. Not always but often. This seems counterintuitive to me as if I have an issue with my project manager, then I report it to my line manager? This is in France - I have been working in other countries where I would have found that crazy. But now I wonder what is normal or acceptable. Edit: maybe an addition to define the terms as I understand them (I might be wrong) line manager: the person in charge of personal objectives, how I fit in the division, what projects I will work on project manager: the person in charge of my day-to-day tasks <Q> Yes, it frequently happens this way. <S> There's lots of reasons for it. <S> A company may be small enough that neither of those jobs is enough to occupy a person full time. <S> Some companies like to keep reporting structures small and simple - the person who assesses your performance is also the person who handles you day to day activity. <S> Reporting to two people sometimes creates unclear boundaries. <S> If most of your work is project-based then your line manager may end up with very little to do, especially if projects are long and ongoing, such as when each project is basically "produce the next version of our product". <S> There are still plenty of ways to handle problems that may arise with your boss. <S> Talking to HR and talking to your boss' boss are two of the most common <A> "Commonplace" is a tough metric to put a measure on. <S> I have worked in companies that have used both models successfully. <S> The scenario you describe with separate managers, I have heard referred to as Matrix Management. <S> This has worked well when the projects were short lived and individual contributors moved fluidly from project to project, where each project has its own subject matter expert. <S> In this model, each contributor has a single manager watching over their performance as a whole so the individual project managers can focus on their deliverables. <S> For companies where projects are longer lived, the Matrix model can create unnecessary overhead since there will not be numerous sources of evaluation that a single person needs to coalesce. <S> The project manager will already have full insight in to the performance and activities of each project team member. <S> Each company would have its own best fit. <S> Either model can be very successful and both are frequently used. <A> In my US-Midwest experience no, but I have seen many project managers be promoted to managers and directors of development groups over technical people. <S> Good luck.
| Whether or not it is commonplace is more likely to be a function of how the company works and the scale of projects that contributors might work on.
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As an early-career software developer, how important is first employer "brand recognition" to my resume? I am a Computer Science Master's student in the US, and I am in the good position of having choices of jobs to take after graduation. On the one hand, I have interviewed with a few local companies. I think any of these would be great opportunities, plus I could keep living in my current apartment and I have friends and family here. They are not small companies, but they are not companies I knew of before moving here. On the other hand, I have interviewed with some west-coast big-name companies. While these companies obviously have lots of interesting projects, I have no idea what role I would be assigned. I would have to move across several states, but I am young, single, and adventurous, so that could be a good thing. The pay rate is a bigger number than the local companies, but accounting for cost of living the take-home rate would be similar. In summary, I think I would be happy either place. I have no compelling reason to choose either. However, the one point my dad brings up is that the west-coast company would be more valuable to me in the future. I could always move somewhere else later, but declining those job offers now means I would 'never' have the chance to make the alternate choice. Is he correct? How much does company name matter to future interviewers? <Q> declining those job offers now means I would 'never' have the chance to make the alternate choice. <S> I can't think of a situation where some career choice is no longer possible. <S> Whatever makes you think this, is probably incorrect. <S> Is he correct? <S> How much does company name matter to future interviewers? <S> It varies, but in technology it mostly doesn't matter a lot, for two reasons : <S> As an experienced developer, you will soon realise if you are available and qualified, you are good enough for interview about anywhere Most of the skillset doesn't vary a lot and technology you are familiar with may be learned anywhere <S> This is why basing a career choice on brand name is probably ill-advised. <A> I care what you did. <S> I know people that have worked for the "Big Five" and were absolutely brilliant. <S> I also know people that have worked for the "Big Five" and were a complete waste of space. <S> I know people that worked for a no-name company and were either brilliant or a waste of space. <S> I know contractors that are brilliant and contractors that are a waste of space. <S> There's no particular correlation with size or fame of company. <S> Work out what you want to do and where you want to live, then pick the job which most closely matches those goals. <S> With all due respect to your dad, he's wrong to say you'll never have the choice later - you can always move later. <S> The only thing which makes it significantly harder is having a family, but that's by <S> no means an insurmountable obstacle. <A> Brand name is important, especially if you are just starting out. <S> Your next potential employers are likely to prefer someone who worked for a more recognizable outfit simply due to the assumption that those places had proper processes in place versus a local "mom-and-pop shop" (this, admittedly, may be a bit of an exaggeration), where you possibly did not have a chance to learn how to deal with things like QA, project managers, architects, HR protocols, properly deployed technologies, etc.
| There are numerous more important things you should pay attention to, like salary, location, management quality, interest in job description, interest in technologies... Personally, I don't care who you worked for -
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Where can I get affordable, good-quality career counseling (career advice, career coaching)? I've been looking for a new job for about 6 months now. I've sent more than 100 applications. I've participated in more than 15 interview processes. In several cases, I got to the fourth or fifth stage but was always rejected. I got two offers but one was so unattractive that I turned it down, the other was at a super small company I couldn't be sure of - I turned it down too. A few "objective" factors may play a role in my lack of success. I am living abroad and using my second language when applying, which I speak fluently, but which does influence my chances. (My application documents have been checked several times by specialists and they are ok). Secondly, I'm mainly applying for jobs where women are in minority. In the course of 15+ interview processes, I've met about 40-50 interviewers in all. Maybe 3-5 of them were women. My "objective" skills (education, former employment, software skills, etc.) are really good compared to other people, and yet I never get the job. I have several years of post-graduation experience, which however lies in several areas. (I normally applied for a job in area A, which turned out to include tasks in areas B and C). I first applied in A, then extended it to B and even C. Still nothing. I would love to get some professional advice on my options now. However, I've had only bad experiences with career advisors so far. They normally don't understand the fields I'm applying in (consulting, PM, analytics). They always gave me advice that I could have googled myself. Things that can help people who go to interview in stained jeans and trainers and talk about their admiration for Satan but not people who have some common sense. Where can I find a good career advisor? I'm in Western Europe. <Q> They always gave me advice that I could have googled myself. <S> Exactly. <S> I'm not sure if you're in highschool as I never heard of a career counselor for a professional already in the field. <S> Maybe that is different in Europe <S> or maybe I just never bothered looking for one. <S> Back in highschool, my counselor asked me if I liked to read books <S> and I replied no, <S> I do not like reading and could barely read a magazine article. <S> She recommended that I go to a vocational school and get a job as a mechanic as if my lack of reading books is a indicator of something bad. <S> Had I followed this advice, I'd be a horrible mechanic as I don't know a thing about repairing cars. <S> For a little while after college, I'd joke about career counselors from high school but after a while, it's long forgotten. <S> I can't imagine anyone taking the advice of a career counselor seriously. <S> Typically an individual will build his/her professional networks and mentors and go off them. <S> It's best to network with old colleagues and professors. <S> That's how I would approach this. <S> Also, don't rely solely on other people's advice. <S> Instead look at yourself, what do you want? <S> You have to think selfishly, and say, "I want to be a PM..." or <S> whatever it is you're seeking. <S> Then figure out what you need to do to get to that position and ignore any "advice" to the contrary. <A> There is no such thing as perfect carrier counselor, He will have his opinion of what you should do and you have your own goals and ideas. <S> These rarely aligned, otherwise you wouldn't be looking for counseling. <S> Given that you didn`t mention your location, suggestion will be general <S> Breaking in to the market is hard. <S> Especially with no local experience, doesn`t matter how much you have from country of origin. <S> 100+ applications with 15 interviews can point out to lack of something location specific IMHO, you should have taken one of the offers in order to familiarize yourself with local workplace, there may be some things you unintentionally doing or saying <S> My first local job was a 1 year project for pay that now looks like a joke, but it gave me a view of local workplace mechanics, conversation structure and local experience <A> If your field PM stands for Project Management then look into becoming a Project Management Professional (PMP). <S> It is an internationally recognized professional designation offered by the Project Management Institute (PMI). <S> I don't mean "look into" because you should want to become one (maybe you will though). <S> I mention it because if you learn more about them you will have an advantage in interviews because you will know how to talk how the field/industry talks. <S> It may also be a way to focus and firm up your skills. <S> I've had friends that worked as PMs for RTI and seem to like it <S> , I know RTI does projects worldwide and appreciates multilingual people. <S> PMPs I know are about 1/3 female (though we're talking dozens; not sure what PMI would tell you)
| Call up a old coworker from your last company and open communications with them.
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How to handle confusing communicator? For context: I work in a retail environment as a merchandiser with someone who is not so much a supervisor as a counterpart who works in buying. She purchases, I merchandise. We both have different supervisors. We recently began this working relationship, but I've worked with her before and had the same problem I am having now. The problem is: If she has concerns about the way something is being done, she does not come state these concerns with me so that I can address them. Without expressing any concerns to me, she goes to either her supervisor or mine to complain. Each time this happens, it comes to my attention when my supervisor comes and asks me for clarification on whatever the complaint was. It has happened on perhaps a dozen occasions since we started working together again recently (and many more if you include our past working relationships). I've asked her directly on three occasions to come directly to me if she has concerns regarding my work, but she does not. Additionally, she told my supervisor something untrue in her most recent complaint (that she told me not to change the way a particular item was merchandised, when in fact she did not). I have contacted my manager regarding this and asked for a sit-down between the three of us where he can observe my request to her to come directly to me with her concerns regarding my work. If she continues to complain to either my or her supervisor without discussing these concerns with me, does this constitute personal harassment? <Q> No. <S> Lying about your performance could certainly be considered workplace harassment, but just going "over your head" to make requests to your supervisor <S> would never be considered personal harassment, no matter how many times you asked her to stop. <S> In many situations, and depending on company culture, going to peers in cross-functional departments is less acceptable than going through management channels. <S> Part of the managers job is to facilitate communication between teams and make sure no misunderstandings exist. <S> While you would prefer to be more direct, it sounds like this person would rather things be more "official" and follow a chain of command. <S> There isn't enough information in your post to know why this is, but it's not inherently a bad thing. <S> The bad thing is her giving incorrect information about what she asked of you. <S> We have no way to know if this is true, or a misunderstanding on either side. <S> The sit-down you've already arranged is the logical next step. <S> Make sure to clear up this specific issue, but don't put blame on any side. <S> If you're worried that she will continue to misrepresent things in the future, agree to have all requests put in writing. <S> Copying David Thornley's comment above: If nothing else, when you get a verbal answer, write it up in an email and send it to her as your understanding of the conversation. <S> That would have resolved the case of whether you were told to change the merchandising. <A> She sounds like the one that likes to cover her back by disconnecting her issues from these, caused by other people without direct confrontation, that is what supervisor are for. <S> You can't do anything about the way she does it, <S> Any move on your part would be coming as confrontational. <S> This will straighten this line of communication. <S> On the personal side note, you can give her same treatment and illuminate problems caused by her to your / her supervisor. <S> I wouldn't go as far to say "look for the issues" but <S> in case you stumble upon one don't hesitate to act on it. <A> Forget the sit down, that will only antagonize her and she won't comply. <S> However: Your supervisor needs to stop listening to her. <S> When she comes to them, they have to tell her to talk to you. <S> If they won’t do that, you have the wrong supervisor and should look for a new job. <S> Possibly more difficult to arrange is that her supervisor needs to tell her to stop going to your supervisor and to go directly to you. <S> Don’t let her supervisor see this as sorting out employee squabbling. <S> Explain it (or, better yet, have your supervisor explain it) in ways that benefit the company. <S> E.g. that clear communications benefit the company, whereas miscommunication loses money. <S> To be honest, I think that it would be better if your communications were written, rather than oral. <S> Can you communicate by email? <S> If so, suggest that to your supervisor. <S> In my industry, most, if not all, inter-departmental communication is written, sometimes on templated forms (for anything substantial) and sometimes by email.
| Present the discussion as a way to find a method of communication that everyone agrees on. The only thing you can do in this situation, is to have everything that can touch her in any way on the record.
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Will switching out of IT hurt my chances of getting into IT later? I've been in my company's IT department (the company is in transportation, US based) as a software developer for three years now, but my manager approached me recently about a job opening on the business side which deals with customers more, but requires a domain knowledge that I possess from being on my current team. I expect that I'll be moving out of the company in the next few years and seeking a different job at a different company. Note: The new position does have some IT aspects, but ultimately would be seen as not IT from a high level. I want to continue to pursue software development long term, but will switching out of IT for a couple of years into business management hurt my chances in future companies? <Q> will switching out of IT for a couple of years into business <S> management hurt my chances in future companies? <S> I don't think so. <S> I had the same experience, i was a software developer <S> and i switched to managing the business side of the software, meeting clients, etc. <S> I don't like doing the same thing over and over again <S> so this was a good experience and a good addition to the CV. <S> Employers will see this as a motivation to learn and gain more skills in your IT domain. <S> You will code less indeed <S> but i think the question you should ask yourself is if you want to do it. <S> I went back to software and never was impaired by that move. <S> It is a great skill to have and could even help if you start your own company later. <S> I always had a few coding projects on my own, just keep yourself up to date. <S> I don't know you but motivation and self learning are more important than coding for a longer time. <S> You will be able to catch up very fast. <A> I did this and advise against it. <S> In general companies are usually mostly interested in what you've done in the last 2-3 years, anything more than that is nice but not overly impressive. <A> Without knowing a lot about your situation.. <S> In a good economy - No. <S> I know lots of very technical people that had college majors such as accounting, communications, history, and theater ( <S> no kidding, the best BI developer <S> I know was a theater major), and when employers are looking they look more for experience and don't care as much about the traditional resume lines such as current gig, college major, and current industry. <S> Especially if you accepted a non-technical job with your current company, as that will be viewed as loyalty, upwards mobility, and you are business-friendly enough to be able to interact with the rest of the company as opposed to never being able to communicate outside of IT. <S> In a bad economy <S> - Maybe but probably no, as you still have the experience. <S> Maybe if your technical skillsets can be outdated relatively quickly and you are out of IT for a long period of time. <S> Good luck. <A> Rally depends where you are in your career. <S> I moved in and out of IT repeatdly, moved to working just for myself, moved back to consulting. <S> It is possible - but you better be prepared to explain yourself and better be decent.
| If you haven't done anything relevant in the last 2-3 years you can expect a difficult time getting back in.
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Professional relationship with close friend, who may be acting illegally It is not my main job, but as way to increase my knowledge in a different field, when I was asked by a close friend to assist him in his business of selling consumers products (he promised me some money under the table as well, but for me the important factor to accept was the experience to be gained). Although for me it was difficult to adjust in this new field and develop the methodology to work, I initially managed to check his suggested new products as regards safety for the general public. The concept of my work was that my friend is to prepare a recipe and myself to check for its safety for use from the general public. My friend did not want to wait for me to finish all the required documents in order for him to release the new products to the market, and so he released the products (it is illegal as my documents are supposed to submitted to a specific poison centre before any release and all safety documents need to be ready before release) without asking my opinion. When I tried to finish all the work, I understood (unfortunately I picked it up late in the last phase when I was scrutinizing the work to be submitted) that some of his recipes had a similar component repeated under different trade names and produced using different methods and raw materials of production (but it is registered under the same number). Under the rules (actual legislation) that I am supposed to follow, that component is the same and in the particular case is in excess (as is repeated under different names), and the product is not supposed to be released as is (it would require a different label and other type of registrations). I suggested to my friend to change the recipe, I even suggested him other raw materials and “mixology”, but he told me it is too late as they are released. He seems reluctant to address the problem this week. Probably I will be asked to submit the documents with manipulated data that would render the products safe as is. I am inclined to deny and stop all relevant work, as it seems unprofessional for me to prepare documents for products that eventually could harm people because of wrong labeling. How would you suggest to handle the professional relationship with my friend? <Q> I am not a Lawyer and I am not qualified to provide legal advice, but: <S> I would do this verbally at first (as putting anything in writing could incriminate yourself) and then consult a lawyer asap. <S> I think it is also important to consult a lawyer that has experience in this area, because you may have already incurred some level of legal liability on your part if you have a) been involved in doing something illegal and/or b) have knowledge that your friend has done something illegal and have not reported it to the relevant authorities. <S> If, as you say, this is a matter of compliance with national regulations, then it could be a serious matter. <S> I would strongly advise against complying with any request made by your friend, if you suspect that it may be illegal, as you may be incurring a legal liability. <S> If in doubt, don't do it. <A> Preparing and submitting data that you know to be false in order to satisfy safety regulation that you know these products violate is not something you want to be a part of, especially when you are taking on all of that risk in exchange for "experience". <S> Your friend has not been very professional in this. <S> He manufactured (and released!) <S> these products without particularly caring about the safety of his customers or whether or not he was complying with the law. <S> Not only did he not wait for your report on whether or not the products were safe and in compliance with regulations, he did not wait for legally required pre-release procedures to be followed, so he knows he is breaking the law already (product safety aside). <S> I would immediately sever professional ties with this friend and withdraw from the entire project. <S> I would also refuse any "under the table" payments. <S> Finally, I would send written communication indicating that you are no longer going to work on the project so that there is a paper trail indicating your disagreement with his practices and that you quit as soon as you discovered them. <S> Under no circumstances would I allow my name to be attached to any documentation submitted to a regulatory agency. <S> I would also consult with a lawyer to determine what your legal exposure is here. <S> You hired me to help with some necessary work in developing and releasing these products, and that's what I agreed to do. <S> I did not agree to participate in fraud. <S> At this point that is all that I would be able to do, and so I cannot continue to work with you. <A> Your friend may not be your friend soon, but that may be the least of your worries. <S> Do you want to be friends with someone who would deliberately expose you to such legal danger? <S> Someone who is himself a criminal (and seemingly willing to risk killing strangers for money)? <S> Think of yourself first (as he obviously does). <S> Terminate the relationship, and do not worry about his feelings, or listen to his pleas of “just this once; I stand to lose so much money otherwise” which I am confident you will hear. <S> Get out now, and see a lawyer. <S> Depending on your situation and your conscience, reporting him to the authorities may be advisable. <S> Remember, he is not your friend. <A> The way you describe this, the product is actually unsafe. <S> You found out that the same ingredient is added twice under two different names, so there is too much of it in the product. <S> Your friend seems to be clueless about what he is doing, and just wanting to make cash by selling a product to the public that is unsafe. <S> So this is not a matter of acting illegally, it is a matter of your friend endangering people, and you know it. <S> If this comes out, and it is found out that you as a competent person in the field allowed this to happen, you may be in trouble. <S> Especially if a scapegoat is needed - would you want to make a guess who will be thrown under the bus? <A> In that case i would echo what others have advised. <S> Stop taking any payments/gifts from your friend. <S> Leave a paper/email trail showing your strong disagreement towards his activities and sever ties with him immediately. <S> Get legal help and set the sequence of events right so that there is enough evidence for the release date of the product and your report which was due submission. <A> Most companies now have a compliance team or a speakup forum where you could submit this case anonymously. <S> Also, companies appreciate integrity and general concern for consumer health. <S> If your company has a non-retaliation policy towards whistleblowers i would try and find that forum and speak anonymously. <S> Your situation is dire as it concerns not just your career prospects but the general wellbeing of your customers. <S> Company will appreciate if you post the problem with a solution. <S> How many units have been released and is there a risk management team which usually takes care of faulty products and can ask the customers to return this batch? <S> If you could provide such details as a solution i believe that would be the right thing to do both professionally and morally. <S> Hope <S> this helps.
| If you know or suspect that your friend is acting illegally, the first thing I would do is make it very clear to them that you are terminating this working relationship immediately and that you will not be providing any further assistance in this area.
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How to professionally and politely turn a one-way conversation into a two-way conversation? When working in organisations with a very indoctrinated culture of bureaucracy (e.g. large organisations or government departments), it is not often to encounter people who are unable to think or respond outside a very limited range of trained behaviours. A classic example is when you try to make enquiries about something, and the person repeatedly fails to address the actual question that you are asking because it falls outside the acceptable range of statements or keywords, and you end up with the same response no matter what the input is (not dissimilar to interacting with a poorly designed chatbot). A one-way conversation might go something like this: A: I would like to ask you about X B: Sorry, I can't help you with that, you need to go somewhere else. A: Okay, so can I ask you about Y B: Sorry, I can't help you with that, you need to go somewhere else. A: Okay, so what can you help me with? / Do you know who can help with X or Y? B: I can't help you with X or Y. What is an effective and socially acceptable way of trying to make this one-way conversations into something that can be more productive and a two-way conversation? Normally you would think of asking for the manager but that seems to present a weak veil of politeness with a lot of threat behind it. <Q> From your comment: regardless of whether I think the person is lying or not, the objective is to try and elicit a response that will help with the enquiry one way or another <S> You can't get blood out of a stone.. <S> if they don't know anything that can help you.. <S> they don't know anything that can help you. <S> And no amount of badgering them, or carefully crafted sentences, or wishful thinking for that matter is going to change that. <A> I am assuming that this question is you asking a co-worker something <S> and they continually give you non-answers. <S> Step 1 <S> : ask in writing, not face to face. <S> They may have issues thinking at the drop of a hat, and require a bit more time to reflect. <S> This also gives you a paper trail. <S> If they don't respond, go to them and ask if they've seen your e-mail, or that they respond to it. <S> If you never get responses, bring it up with their manager, because it is impacting your work. <S> Step 2: Be specific. <S> If you come up to a developer and say you have a question about Java, they may be nervous about answering because they aren't an expert. <S> However, if you ask about a specific detail about Java, they'll be more likely to respond. <S> Step 3: If possible, say WHY you need to ask them and not someone else. <S> Saying "I would like to ask you about the Barns report" is more intimidating and frankly scary than "I would like to ask you about the Cost Estimate on the Barns report, because I know you wrote that part of it and are well versed in it. <S> " <S> Sure, it may be over information, but it may be necessary for the individual to feel comfortable claiming he knowledge that you seek. <S> Step 4 <S> : If the previous steps fail, bring it up to that person's manager. <S> This is why managers exist. <S> Hopefully that helps. <A> General solution in such situation would be: find somebody else who can be helpful <S> That doesn't mean you only can ask someone else about your problem. <S> You: Hey, do you know how I can get X within the context of Y? <S> Bob <S> : Mmm, I think Alice on 5th can help you. <S> But the X is actually called Z when in context of Y, so try asking about both things. <S> This process is linear: you can go around asking people all day long. <S> You might get lucky, and Bob could say something like: <S> Mhh, I don't know who can help you. <S> But maybe Jane knows who would help you out. <S> If you really in trouble, you will have to ask your brother (Bob), mother (Bob), or third-sister-in-law-twice-removed (also named Bob)
| Never directly speak with an individual about this, because you may accidentally upset the person, which could make them be MORE intimidated about answering future questions (if that's the problem), or they could accuse you of bullying. You can seek help in asking the question:
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What to tell the senior staff about dietary restrictions of my team, for a welcome party? I manage a team in which some people have dietary restrictions, religious and cultural. These people are new to my team. I am located in France. Senior management is planning a party for the newcomers, including the people who work with me. I'm sure that senior management have not thought about the dietary restrictions of the people I've mentioned, because I work in a relatively monocultural country. What advice should I give to senior management about this? I am sure that if I don't mention it, the people who work with me will most likely have nothing to eat during that party. Update: Thanks to all of you, for your feedback. I sent an email to the organizer saying that it would be great to have some veggies for the people who have dietary restriction. The organizer replied that the veggie option was already planned. That's good. To the few who experienced multi-dietarism in Paris or in France, you are lucky, plain, plain lucky to have such great companies that care about the well-being of the employees. Stay there as long as you can (I'm not ironic). <Q> If they haven't asked, find out who is organizing this party and just drop them a message (or walk by, if they're close) and explain the dietary restrictions to them. <S> Since the party is supposed to make the new members feel welcome, having food they can actually eat is pretty important. <S> If it's not a habit to ask the members or their team lead for dietary requirements, you might suggest to the organizer to make it one. <A> You tell the senior staff exactly what the requirements are. <S> What else would you tell them? <S> Unless you noticed severe weight loss and starvation on the new employees, there is plenty of food available to them. <S> Vegetarian or vegan food should be no problem to provide, nor should be food avoiding certain meats. <A> By simply doing it? <S> Literally, just tell them that some members of your team have dietary requirements. <S> Either pass those requirements along or prompt the party organiser to extract that information themselves. <S> That's it. <A> I'm going to assume you have an idea already about how to communicate with the event organizers, and are primarily wondering what kind of information you should be communicating. <S> If you are pretty sure you know what the dietary restrictions are, you could pass these along directly. <S> For a welcome party it's always nice if the welcome feels tailor-made for the guest(s) of honor. <S> If you will be the one communicating with the organizers, be as specific as possible about the actual food restrictions or requirements, but as vague as possible about the motivations for them . <S> For example, "please make sure there are some dairy-free dishes" would be better than "Employee X is lactose-intolerant". <S> This serves a couple of purposes: It is respectful of your employees' privacy <S> (for example, some people may not want their underlying medical condition to be shared widely), and <S> It eliminates any worry that the requirement will be wrongly-interpreted or cause unnecessary comment (for example, in some places if you just say "two of our new employees are vegetarian" that may be interpreted as a request for fish dishes, which is a problem if your vegetarians use a different definition). <S> If the dietary requirements go beyond just restricted food (for example, if the food needs to be prepared a certain way due to religious requirements) it may also be a good idea to have some suggestions ready for how to obtain appropriate dishes —the name and contact info for a good kosher deli or caterer, for example. <S> This will be handy if the person you're talking to expresses any misgivings about how to handle the request. <S> Use your judgment on whether to offer such suggestions spontaneously, though, as you don't want to give the organizers the feeling that you think they might not know what they're doing; you're just offering information which you know they'll want, as the highly-competent and thoughtful party organizers that they are. <A> Any office party that I have been invited to, the invite includes a message to the effect "Please email me (the party organizer) if you have any dietary requirements. <S> Having said that, the food usually includes for vegetarians by default. <S> Just get the organizer to do this. <S> Then order as appropriate.
| If it's possible or likely that there are specifics you aren't aware of, then having the organizers solicit dietary restrictions directly from attendees would be best. In any European country I have ever been, providing food alternatives is no problem at all.
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How do I approach my new boss in my new job about major changes in my working environment? I have very recently started a new job as a Software Engineer. Hardware consists of a pretty good windows 10 notebook (i7, 1TB SSD, 32RAM, 3 x 24" screen) in a "dev network" independent from the regular company network. In order to access the resources from that regular company network we have to open a Citrix connection to it which has to stay open the entire time because this is were we have access to our emails and other intranet stuff. In order to do some actual programming (99% of the time), we have to launch a CentOS VM over Virtualbox. The problem: having constantly open a Citrix connection and 3 VM windows ("displays" option at VM) is VERY resource consuming and our development environment is constantly lagging making it very difficult and exhausting to work with, making us very inefficient and very ineffective. I want to talk about this with my (very friendly and very approachable) superior and explain to him that this is not optimal. I want to suggest that we need to either migrate our programming tools to run natively on Win10 (without the need of starting the VM), or to install CentOS as the primary OS on the computer and then run a single VM with a Win10 guest in the company's network. This would represent a pretty big work... What would be a good strategy for approaching him about this? Since I'm very new at the company I don't want him to think that I will be difficult to work with. My coworker shares my thoughts but doesn't need a change because he "relaxes until the system is responsive again". TL;DR There is a lot of room for improvement in my development environment which will make me a lot more effective and efficient, not to mention happier in the workplace. How do I approach my boss about it? It's a new job I've been in for 3 weeks and I don't want my boss to think I'm a "difficult one" that is always complaining. <Q> The way to approach such a situation (no matter how senior you may be) is to present the problem, alongside some solutions. <S> This is not a red flag coming from "the new guy", because sometimes it takes an outsider to "see" issues that those working within the environment are simply accustomed to, and overlook. <S> Record <S> a video of the IDE lagging, and explain that it impacts your performance. <S> Then outline your two possible solutions in an email/document, and explain - roughly - what it would take to implement those solutions, and what the benefits may be (perform a simple cost benefit analysis). <S> At that point approach your boss, and make him aware of the issue. <S> Engage in a conversation, and express your desire to be more productive . <S> He may or may not take you up on your proposed changes, but you will not look bad either way. <A> You're new there. <S> There were reasons to set up the environment that way. <S> They may not be good reasons, and they may not still apply, but there are reasons and you don't know them. <S> Therefore, you need to ask your boss what the reasons are. <S> Something like "Working natively, whether on Windows or CentOS would be more efficient. <S> Why aren't we doing it that way?" <S> There may be a good reason. <S> There may be a bad reason that your boss can't do anything about. <S> It's also possible that your boss will be willing to change things. <S> You can also tell your boss that you think the environment could be better and ask if your boss would like some suggestions. <S> Basically, you want to look like you're asking questions as opposed to just complaining. <S> It may also help to phrase things as proposals for improvement rather than complaints. <S> You definitely want to check on your boss's reaction to your suggestions, and back off if your boss doesn't seem to appreciate them. <A> 3 weeks isn't long enough to be challenging the way things are done in any major way. <S> These changes you suggest are huge and probably have reasons behind them. <S> Citrix connections are not cheap, licencing is substantial, so there would be a good reason, probably security behind it. <S> Same with the VM's. <S> This is not something you want to argue against at this stage, you'll not only probably come off with nothing but you will be perceived as someone who will make waves with incomplete knowledge. <S> Don't do this before you even finish your first month. <S> The impression you're creating in these early days can stick with you your whole time at a company. <S> No one knows you from a bar of soap except by your actions in the last three weeks. <S> My advice is to focus on creating a good impression of yourself until you have proved your worth. <S> Don't try and restructure the company procedures just yet.
| In other words, don't simply complain , but constructively offer some options for a fix.
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My agile team was enhancing an existing feature and found serious bugs in the original code. Is it our responsibility to fix them? We estimated the effort to accomplish our software enhancement on the basis of the original feature working as designed. When testing we found it had significant defects and did not work as designed. We rolled back all our changes and proved the original code had these defects at release. The original team claimed otherwise despite us proving it on unaltered code. We found the source of the defects but are not allowed to remove it. Instead we have had to absorb fixing all the affected features (well beyond the original scope of our story) and now are being asked to test all the old features. The scope of the testing is enormous. How do get the other teams to help test their original work again. They all claim its nothing to do with them despite us proving the functionality didnt work in the released version of the code. <Q> I would say involve your Scrum Master and Product Owner. <S> Ultimately the Product Owner should be the one to make the decision and prioritize any new work that results. <A> When making an estimate it is reasonable to assume features work as designed. <S> You should test critical features but cannot test all features. <S> It is not reasonable for you to have fix existing bugs and test all features if that is not in the scope of work. <S> In the scope of work / estimate you should always include this assumes all features work as designed. <S> Does not sound like you are going to get very far going directly to the other team. <S> You need to take this to your boss with proof of prior bugs and a revised estimate of scope extension. <S> You may get no where with your boss and if so need to just do what you can. <S> It might be he has been told this is how it is by his boss. <S> If the project comes in over budget then need to explain the extension to scope. <S> Not fair if you are not allotted more time or resources but sometimes life is not fair. <A> You are an agile team. <S> If that's for real and not for show, in the end you are supposed to determine the answer to that question. <S> Log it as one or more defect tickets for the bug(s). <S> Then determine what the "right thing to do" is in your situation - is it to break the sprint and take it on now, or to put it at the top of the backlog for next sprint, or just log it for later? <S> Collaborate with each other - technical staff should provide the impact and LOE (level of effort) of fix, the product owner will contribute to the prioritization and understanding of other time commitments involved. <S> Then do it now, or later, or never, based on what the right thing is to do for that service and its users and your business. <S> Being Agile is empowering <S> but it comes with responsibility. <S> If one of my teams said "well we shipped with the critical bug because, you know, we saw it <S> but no one told us to fix it," there would be regrettable consequences. <S> I find it very disappointing that other answerers either don't know much about Agile or work in "fake agile" environments; "the boss tells you what to do" is old school BS that is at odds with a well operating agile shop. <A> What should have happened: You had tasks that were supposed to be rather easy to handle, not consuming much time. <S> Then you found out that due to existing bugs, finishing these tasks successfully (without showing bugs) was much harder than thought. <S> You should have added a new task: "Fix existing problems". <S> Mark it as blocking your tasks, mark your tasks as blocked. <S> So you can't finish your tasks. <S> You pick other tasks, and meanwhile your scrum master contacts whoever is responsible for the blockage and asks thems to fix it asap. <S> If, as you said, there is a refusal to change the source of the problem, then you need to design how to implement your tasks in the presence of the existing bugs. <S> This will be obviously much more complex. <S> BTW. <S> It's a task in itself that will take some time. <S> Then you add all the additional tasks which are caused by someone's stubbornness, and estimate them, and perform all those tasks. <S> As the end result, nobody can say "you did 10 days worth of work, but it took you 30 days", but you say "what was supposed to be 10 days worth of work was actually 30 days worth of work, because others were not cooperative, and we did the 30 days worth of work in 30 days". <S> The point is that it doesn't really matter who does the work. <S> The point is that you show evidence that your workload greatly increased, and you handled it. <A> Your boss / team leader have options, depending on the nature of your engagement,whether you part of the company or hired team? <S> Build a the new tasks list incorporating all the needed tasks and update the deadline to the project, and report up the chain of command in the company to his boss <S> Or come back to the customer with new time line, budget and bill for work done <S> Update <S> :If you disagree, please dont just down-vote, drop a line in commentsWe can discuss it
| It may make sense for your team to fix and test rather than wait for another team to fix existing bugs. Nothing as part of the team you can do, or should, i guessThere is no such things as extra work :)
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Telling your boss you're leaving due to loss of faith in the company I work for a small team. There are only 26 total employees. In the past year I'd taken on major management responsibilities and put in a huge amount of overtime.This gave me the impression that it was a good time to ask for a raise. However when I went to do so I was informed by the CEO that although he believed I deserved a raise, due to a major client leaving earlier that year and an extended project that was mismanaged the company had taken a substantial loss and he himself took a pay cut in order to avoid layoffs. This really scared me as later this week he had said yet said mismanaged client was unhappy with how long things were taking to ship and was considering cutting ties. I really hate to kick him when he's down but feel like for my own financial well being I need to take an offer that was recently extended to me (which I'd previously declined). Would it be a common practice to include this reasoning in a resignation letter or would there be a more tactful way to approach it? <Q> Would it be a common practice to include this reasoning in a resignation letter or would there be a more tactful way to approach it? <S> Who would be helped by saying that you are leaving because you have lost faith in the company finances? <S> Clearly nobody would be surprised by the news. <S> It's not like you are going to change anyone's mind. <S> But the folks who are sticking around might feel bad hearing that. <S> Instead, find your next job. <S> Get and accept an offer. <S> Give your notice and work out your notice period. <S> If you are asked, use the generic reason "I'm leaving for an opportunity I couldn't turn down." or something like it. <A> I wouldn't mention it. <S> You never know if you're going to encounter these people again after their company crashes. <S> It's even possible that the company will survive and you'll want to come back sometime. <S> Everyone will know why you're leaving, but it's more tactful to not accuse the company of being mismanaged (no matter how true it is). <A> The resignation letter doesn't have to include anything more than the minimum information. <S> It is added to your employment file, and they use it to start the out-processing. <S> Assume that multiple people besides your manager will see the letter. <S> There is no benefit to include your reasons for leaving. <S> Just include your name, your employee number if the company is large enough, and the relevant dates. <S> If you were retiring vs quitting that would also be relevant becasue that can kickoff a different set of steps. <S> The CEO told you they almost had layoffs, they lost a customer, and that at least one other customer is unhappy. <S> It is likely that the CEO knew that by telling you this he was giving you advanced notice that more belt tightening or layoffs are coming. <S> It is a different set of issues regarding how specific you should be in the exit interview.
| You don't want to leave unnecessary hard feelings in your wake. Some places offer or require an exit interview. If you feel you must include a reason, say something like having more potential for growth at the new company or something.
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How to handle a customer who has my personal number I have a customer who somehow got my personal number instead of my work phone line. Since this individual has my number they believe that the office hours no longer apply to them. This person has been contacting me late (after 8pm) expecting me to pickup the phone, and will often call repetitively. How do I tell the customer that it is not acceptable to contact me outside of the office, especially late at night? <Q> Just block them if you can. <S> It is a bit rude, but so is ringing your personal number after hours. <S> There is no need to tell them you're blocking them. <S> I have several clients who can ring me any time. <S> Anyone who rings that isn't on that select list, I don't even answer. <A> Apart from blocking him, I would also try to find out how he got my private number. <S> If a colleague gave it to him, make sure this never happens again. <S> If it's listed somewhere on the website, it should be deleted. <S> Maybe the customer doesn't even know it's your private number. <A> Instead of blocking them - let the answering machine take a message. <S> They soon get the idea that it is not worth calling you after hours. <A> If you are in a position where a customer would contact you directly your employer presumes that you have the professional experience and demeanor to directly interact with them. <S> After all your interactions with that customer are a reflection of the company and have a direct impact on the customer relationship. <S> Even if the customer insists on calling you on your personal phone outside of business hours you must show the same level of professionalism and demeanor. <S> But, that doesn't mean that you have to automatically accept the intrusion into your personal life. <S> Jumping to the last resort of blocking the number is extremely unprofessional regardless of the of the customers' actions. <S> Your first step should be to inform the customer that they are calling your personal phone and that it's outside of normal business hours. <S> Unless you are directly responsible for supporting mission critical operations simply instruct them to call your work number and leave a voicemail; obviously let them know that you'll follow up during business hours. <S> If these calls continue or if they refuse to follow your instructions then you should escalate the issue to your immediate superior and work with them to resolve the issue and manage customer expectations. <A> Give them your business number, tell them that it's your new number and your old number will no longer work. <S> Then block them from your personal number. <S> One could see it as slightly dishonest, but I think it's acceptable in this situation, as you're telling a white lie to protect your relationship with your client. <A> Something to think about is: <S> Does the customer think your company is solving their problem or you personally? <S> It seems possible that higher-ups in your organization will think that this is you forming a business relationship with the customer outside of your company with the possibility that you will take this customer with you when you leave. <S> I would suggest discussing this with your management and, if necessary, prompting them to tell you not to have contact with the customer outside of official channels. <S> When the customer calls, you calmly and politely blame it on your boss and keep doing that until they get the message.
| Blocking the number should be an absolute last resort and you shouldn't do it without having a discussion with the customer and your immediate supervisor.
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What is an acceptable way for an American to apologize to a Korean coworker after critizing them in front of other coworkers? Imagine you work in a United States office where some employees are from the USA and others from Korea. What is an acceptable way for an American employee to apologize to a Korean employee when the American believes they have caused the Korean to lose face by criticizing them in front of coworkers in a group meeting? <Q> I'm from Japan whose culture is quite similar to Korea's. <S> If it was in a US office, I'd honestly recommend treating them just as you would treat an American colleague. <S> It's a nice thought to be culturally sensitive, but most immigrants are perfectly capable of understanding other cultures and adapting after living and working there long enough. <S> If somebody interacts with me in a different way because I'm from Japan, I'll probably be annoyed even if it's well-intentioned. <S> If the colleague is very new to the US, or are just visiting it might be a different story, but even then you might risk coming across as patronizing. <S> After all, it's not like we east Asians come from a different dimension - most likely immigrants working in a highly-skilled profession will have a decent understanding of the culture they are working in. <S> One followup question: <S> do I need to make other coworkers aware of the apology? <S> A private conversation does not communicate to the coworkers that were in the original meeting that an apology happened. <S> Is that important for the apology to be appropriate? <S> Honestly, I wouldn't try. <S> Unless you have a very good understanding of Korean culture, if you do things you normally wouldn't do, chances are you will do it wrong. <S> Better to be sincere in your own way, or perhaps be a bit nicer than normal, but I wouldn't recommend trying to use culture-specific communication tools you aren't familiar with. <A> I am American but has spent time working in a East Asian country and can understand your view. <S> There is indeed are some differences in how interactions between coworkers work such in your circumstance. <S> Before answering your question, I want to provide some useful background. <S> Articles on Korean business culture such this one states that communication in Korea is more indirect and anything that may place a coworker in a bad light, especially in public, is usually perceived as bad taste / rude. <S> In Korea, the emphasis on harmony, unity, and collaboration means that one usually tries to speak with one voice and avoid opinions / comments that take a different view. <S> Therefore you colleague may have perceived your public criticism as making him "lose face" or that he had to defend himself , which he may not be expecting or particularly good at, per the cultural environment <S> he is familiar with. <S> This will give him an opportunity to correct himself or provide his feedback to you before any public exposure in front of other teams and / or management. <A> None? <S> When in Rome, do as the romans do. <S> When in America, understand you will be judged by the american way of life, NOT the korean way. <S> Simple like that. <S> If he can not stand loosing face (standard in western societies lacking the understanding of face), stay in asia.
| Going forward, if you need to critique or otherwise need to give negative feedback to this colleague, I suggest a private conversation .
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How to stop overthinking emails and messages I discover that a big chunk of my time goes to composing a small number of emails or direct messages. I always overthink the message and try to balance it not to feel too bossy and cold, and also not too lenient or chatty. It can take me 20-40 minutes to write up a small whatsapp with some simple request. I don't know what to do, I am afraid to make an impression of a dick person who does not care for others, but also I can't care about others when I feel stressed and all I am interested in is getting things done, which is unfortunately most of the time, and I put great efforts in concealing it which also takes much of my time... <Q> With practice you can see the essentials and fix things pretty rapidly. <S> With the end focus of making it clear and concise. <S> Quite often I delete half or more of my original composition. <S> It may seem counter-intuitive, but for me at least this is a better strategy than starting small and adding. <S> Because it makes you look from the start at the whole message rather than bits. <A> That's not a problem with overthinking your emails. <S> It's a problem with your self-confidence. <S> The first question would be whether you've always been like that. <S> If that's the case, you can think about a therapy or work on your self-confidence on your own. <S> If that's something that started at a specific point, your self-confidence was probably shaken by someone or something. <S> Was it an unfair boss who criticized you for your "tone"? <S> Was it a colleague who attacked you for "not being friendly enough"? <S> If you know what it was, you can take appropriate action, e.g. change your job into a less dysfunctional one. <A> Pick up the phone and call them, or even better meet them in person. <A> Step 1: Decide what you want to convey. <S> Step 2: Write it. <S> Step 3: Send it. <S> Skip the step where you go over it again about how people receive your emails. <S> Mostly they don’t care. <S> They do care that you don’t get your work done. <A> Taking a long time to compose an email is often a function of your emails being badly received previously. <S> So I find that speaking to people to tell them what will be in an email (or in a meeting for that matter) will save time as it will reduce misunderstandings. <S> STARTING A THREAD <S> no-one gets a surprise & misinterprets your thoughts c) saves time d) may eliminate the need for an email altogether! <S> REPLYING TO A THREAD <S> Always try to reply in the same manner as the sender - so if it is formal/informal whatever you should reply in kind. <S> Don't add in new people to the cc list unless you are saying you should be taken out of the distribution. <S> Don't try to explain that the person has missed the point & needs to consider other factors - simply say what you know & leave it.
| I have this issue, a strategy that works for me is: I type everything up quickly. Then go through it deleting or editing anything that is unimportant or overly verbose. If you are nervous about starting an email chain then it would probably be best if you speak to the people you are sending it to to explain what you want to know - this has the benefits of a) often avoiding the need for lengthy email exchanges b) When you want to communicate something where tone is important, then consider a different medium than written text.
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Should I highlight mistakes in an email I work in France for a multinational company, in a worldwide department. A new hire joined the team, so an announcement has been issued (pdf, to print and display in our offices around the world), and our assistant has sent an email to everyone, saying: 'Please find jointly an organisation note', instead of 'attached' The meaning is very clear for French people as the French verb was used, and is clear from context to everybody else. I wrote her a light message on Slack, to let her know about it, but I ended up not sending it, afraid to hurt her feelings. How would you handle such a case? <Q> Not sending her the message is probably a good idea. <S> Correcting people is generally seen as rude, and if not, it will probably label you as 'that person who always needs to correct everyone'. <S> As long as it's clear to you what she's saying and it's not hurting work (for example, your company website won't be full with mistakes) <S> I would say leave it. <S> If you would talk to her in person and while you're talking she makes the mistake you could casually mention it like ' <S> Hey did you know in the English language it's 'attached' and <S> not 'jointly'? <S> I had no idea.' <S> you just learned the fact and want to share it. <S> Otherwise I wouldn't risk it. <S> A simple mistake is in my opinion not worth possibly damaging a work relationship. <A> How would you handle such a case? <S> Unless you wrote the original announcement, this isn't your issue to tackle. <S> And even if it were, it would be perfectly clear to most English readers <S> what was meant by the phrase. <S> I'd be surprised if anyone were too confused and shocked if they were insulted. <A> It's a good rule of thumb to mind your own business . <S> I'm basically saying what is stated in the other answers which is great, but take this comment to heart whenever you see or notice something that is not harmful to the company. <A> It seems like more answers suggest to not send messages to co-workers to correct their spelling. <S> But I think you should correct their spelling or grammar mistakes - although perhaps not via Slack or e-mail. <S> English isn't my first language <S> and I lived in an English speaking country for a few months. <S> Although I told my co-workers multiple times that I want them to correct me, they usually never did. <S> When I asked them why they didn't they told me that they still thought it would have been impolite. <S> You described a mistake in your question that was done because the wording made kind of sense in French but not in English. <S> And I did similar mistakes over and over again during my time abroad. <S> And I remember how thankful I was when someone gave me the change to avoid this kind of mistakes. <S> To improve in a second language you need someone to correct mistakes. <S> And I was always very thankful when someone told me that I did something wrong - especially when I repeatedly did the same mistake. <S> And it helped me to improve my English and to gain confidence in a foreign language. <S> Therefore I suggest: Go to her desk and ask her if she wants advice. <S> She might be interested to learn and happy when someone is willing to help. <A> Unless you are this person's supervisor or are in charge of internal communications, stay out of it. <S> Anything that would be critical communications should be reviewed and edited by someone who is a fluent, if not native speaker of the target language. <S> I'd hate to think I was being judged by my Spanish communications to our staff in Chile. <S> I'm glad they give me some tolerance. <A> While I wish to echo the other answers that encourage you to take a page from Queen Elsa's book , if it's bothering you, you have an out. <S> You can hide the criticism in a tip. <S> For example: <S> Fun fact: When you use GMail, if you use the word "attached" in your English email, but you don't actually attach anything, it will warn you before it sends? <S> It's neat! <S> Now obviously you can't use this trick for every correction, but here you're not offering an alternative because she is wrong but rather because of someone else's feature <S> and it <S> makes her more productive . <S> But I can't stress enough: unless the person has specifically said they would like to be corrected over trivial stuff <S> (and I know people like that!) <S> then don't bother. <S> I'd follow the logic I put forth in <S> this answer instead.
| Your time is probably better spent at doing your work than fuzzing about whether to interrupt someone's day or not, notifying of such a harmless error. I would just leave it alone. It is generally understood that you give a fair amount of "Slack" (tolerance) to grammar and spelling issues when someone is working outside of their native language.
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If a job application has a fixed expected salary field (not a range) and the company offers that exact salary, can I still negotiate the salary? I received an offer from a company recently. The application had an expected salary field (it was required). I knew the range I was expecting, but the field didn't allow a range. I put in the middle of the range as the value. The company came back with an offer; the salary is exactly what I asked for. Can I negotiate the salary at this point? If not, would it be wise to negotiate other perks? <Q> They gave you exactly what you wanted. <S> Asking for more at this point would be counter-productive and probably not be a good way to start a working relationship. <A> I don't think a negotiation has taken place. <S> You can say that you put a middle-of-the-road number in the box and, now that you know more about the position, you think that $X is a more appropriate amount. <S> Also, check out the chart below. <S> It can help you decide how much risk you're willing to take — job offers do get pulled sometimes. <S> Here's the article the chart comes from. <S> Good luck! <A> You can negotiate salary at this point - but I wouldn't recommend it. <S> They asked you for a number, gave it to you and unless there's been a significant change in the circumstances (either because you now know more about the job or something outside your control has changed) then going right back and asking for more will look bad. <S> Negotiating for salary is exactly like any other negotiation - usually the two sides state their preferred result at the outset and then meet somewhere in the middle. <S> You don't go to a car dealer and offer them 5k off the list price, then immediately turn around and offer them another 5k less because they agreed to the first offer. <A> I tend to agree with what @solarflare said . <S> Moreover, consider it a lesson learned. <S> If you 're not in a dire need of a job <S> and you think you 're in demand next time <S> aim at the higher range (or exceed it if it's not that realistic!) <S> and then you have leeway to play the counter game or who knows they might really like you/need you and even give you the higher range salary from the get-go. <S> If there's something you should keep from this, is to not be afraid to lose agreeableness, you won't receive something unless you ask for it and no company will turn down a good candidate just because they price themselves highly(but still competitively for the market). <A> The company came back with an offer, the salary is exactly what I asked for. <S> Can I negotiate the salary at this point? <S> If not, would it be wise to negotiate other perks? <S> When you get exactly what you asked for, then asking for more may make you appear greedy. <S> That's not a great way to start a new job. <S> If you do decide to negotiate for additional salary, be ready to answer the inevitable question "Why are you asking for more when we are offering you exactly what you asked for?" <S> You could try for more perks. <S> But decide ahead of time what you want, what you will do if they meet your offer and what you will do if they decline. <A> They gave you what you asked for, which means they probably have a good impression of you. <S> Don't dent that impression by trying to negotiate now. <S> However, if you love the job and you've been in it 9 months or so (and you still think they have a good impression of you) <S> then try to negotiate for a raise at that point based on your added value to the company.
| It won't come off nicely for sure if you want to push for more after they already provided what you wanted.
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Personal assistant; directors and boss keep interrupting my work to ask me to make them tea/coffee I'm a personal assistant and have been at this company for over a year now. It really bugs me when directors interrupt me while I’m working and ask me to get them tea or coffee. I really don’t mind doing the drink round if I offer but find it very belittling when they ask me. It's my responsibility to get drinks for the group during meetings, but not all the time. Today I was eating my lunch and still had my mouth full when my boss came in and said "I know you’re on lunch, but can I have a tea?". I made it but was too frustrated to even finish my lunch! I feel like they don't see what I'm actually capable of and just see me as the run around. Am I wrong for being frustrated? How can I get them to stop this? <Q> It's not that unusual for Personal Assistant roles to include such tasks as making drinks. <S> Asking while you're on your lunch break is not on in my opinion though - and I would say the same of any request to do a work task while you're obviously on a break. <S> Fortunately there is a work around for that situation at least - which is to eat lunch elsewhere. <S> Should you have to in an ideal world? <S> No. <S> But this is the world we have and for some reason millions of people out there seem to translate "eating at desk" to mean " <S> yes I'm accepting work requests at the moment". <S> I made it but was too frustrated to even finish my lunch! <S> Honestly while I understand and completely sympathize with your frustration I do think this is an over-reaction. <S> If a small, albeit thoughtless action can get you worked up to that extent <S> then you are going to be in for an extremely stressful life in the workplace! <S> I feel like they don’t see what I’m actually capable of and just see me as the run around. <S> Baring in mind, they have to walk past the kitchen to come into my office to ask me... <S> I'm not trying to be harsh here.. but "run around" is pretty much the point of a Personal Assistant. <S> It's not that they are incapable of doing the tasks they delegate to you, it's so that they can get on with doing the bits of their job that can't be delegated to an assistant. <S> Imagine <S> you're the CEO of Acme Mega Corp and one of your execs <S> tells you they haven't finished the Widget report that day because they ran out of time <S> and you've seen them making tea and coffee. <S> You are probably going to be wondering why you go to the expense of employing them a PA. <A> Eat your lunch elsewhere - out of sight. <S> In the kitchen, if you have one. <S> Or e.g. in a nearby park if you don't. <S> And yes, it's usually normal for people for whom you're a PA to ask you for tea/ coffee. <S> If you're not ok with that you should search for another job. <S> My answer would be totally different if you weren't a PA <S> just a random subordinate to these people of course. <S> But PAs are normally responsible for "the logistics". <S> My answer holds even if it officially isn't part of your obligations, it's so minor that you probably don't want it to be the hill to die on. <A> I feel like they don't see what I'm actually capable of and <S> just see me as the run around. <S> Am I wrong for being frustrated? <S> How can I get them to stop this? <S> If you haven't already done so, you need to ask your boss for a quick meeting. <S> In the meeting, discuss your role, what is part of it and what is not. <S> In your manager's mind your role might actually be the one who does all the running around. <S> If that's the case and it's not what you want, then you'll know it's time to start looking elsewhere. <A> If your job description explicitly says "get drinks for meetings", but does not mention specific individuals or other times, then you can simply point to that fact. <S> If your job description is implied that you get people the drinks, well, that's your job and though the boss is being inconsiderate of your time, he's still the boss and did make a request that is part of your job. <S> On a personal note, you should ask yourself if personal assistant the right job for you. <S> Fetching trivial things is sort of a hallmark task for personal assistants. <S> The longer you are in this job, will you eventually find it belittling to fetch other things? <S> Did you take the job to hopefully be promoted to something else? <S> If yes, evaluate if that is actually something you think may happen. <S> Have a frank discussion with your boss about it and see what is actually possible. <S> In the meantime, I'd seriously evaluate if personal assistant is a job you even want to do, and if not, find out what it takes to get you to do it anyway, being the "run around" included.
| You can express your desire not to get tea and coffee if that is your preference.
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coworkers unwilling to do code reviews At work I've been temporary lent to another team this quarter because they have too much work on their plate. I'm here to work on subject X for this team, that is kinda stand-alone but would benefit the team overall and was required by them. The way we work with code in my company is that we have a repository by team (roughly) and that each commit has to go through a code review phase in gerrit first before in can be merged in the team's repo. The only people with the power to accept merging the pending commit in the repo are the people from the team. We also have the informal rule that no commit should be left un-reviewed more than 24 hours or so. Now, in the past 10 days or so I have pushed 15+ commits, and got almost no feedback on any of them. At best, my initial commit was merged but I still have 14 commit unmerged that have been requiring code review for over a week. What can I do to address this? The team I work with is composed of 3 people, one is senior enough to do the reviews but would prefer if the other juniors would ramp up and do the reviews. The other 2 juniors are really reluctant to do the review as they feel they can't understand the code enough due to lack of real knowledge in the language and as a result they won't take the responsibility to approve my code. For the last ~5 days my status at the stand-up has been "I'm stuck due to no code reviews", and I've even booked a 30 min meeting to walk the team through the code and explain what I was doing in the reviews. Now I'm at a point where I won't do any further work as it's too complex to work on a giant stack of accumulated commits whose code could change. Any idea on how to solve this?thanks! <Q> There are a couple of things to do in these scenarios, and I recommend doing both: Be proactive. <S> In your case, explain that code reviews find silly mistakes and are a great way to share knowledge among co-workers. <S> Edit: additionally it can provide training as @Upper_Case points out. <S> Here's a longer list of code review benefits . <S> Clearly explain the problem to a manager or someone who has the power to mandate a change. <S> It should be really easy to explain to your manager (who loaned you to this team) and the manager of this team that you cannot do anything because no one will review your code. <S> Don't get overly emotional, but make sure they understand that you cannot productively continue to work because future code is built on what you've already done (people familiar with software should easily understand this). <S> The last thing - which is more specific to your situation - is for you to write tests for your pending code in the meantime as a way to attempt to still contribute something while you are blocked. <A> You're not stuck because of lack of reviews, you are stuck because no one in that team has the time or the knowledge to review your work. <S> Reviews for the sake of following procedure are the complete opposite of what Agile should teach. <S> Please don't fetishise the tools. <S> Two possible approaches: <S> First <S> : Ask the senior dev (assuming he has the necessary knowledge) to review your code in a time-boxed manner (5 mins/commit or whatever s/ <S> he pleases).If that gets denied goto 2: <S> Second <S> : Merge your code and wait for defect reports. <S> The whole point of a review is not to tick a checkbox but to spot possible defects before they end up in the target branch. <S> If no one has the time or knowledge to do it for you <S> and it's critical that your fixes make it to the customer, batten down the hatches as much as you can (A.K.A unit test the sh*t out of it), force push it and wait for bugs. <A> Explain the importance of code reviews to the juniors. <S> Train the juniors on how to perform code reviews. <S> Schedule in-person meetings for code reviews with your reviewers. <S> I usually send Google calendar invites. <A> Others responses here seem to be focusing on the team. <S> This sounds like a management problem. <S> The team has 'agreed' to the 24 commitment on code reviews, yet they are not doing them. <S> If this is a true agile team with little to no management oversight, it's time for you to take charge. <S> At standup you need to say: I am blocked on this. <S> We CANNOT move forward on ANY OTHER WORK until this is resolved. <S> We are not leaving this room until the code reviews are done, this is all hands on deck, everyone is going to participate. <S> The team has agreed this is part of the working agreement so you are fair to demand this.
| It is time to take this to management, if you have one, and indicate the team is blocking your work because they refuse to do code reviews, detail your efforts to get this done and ask for help to push this along. Explain the benefit of what you're trying to convince them to do.
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Dealing with Boss's Son irregular work I have a issue within the small company (under 10 employees) I work for and need some advice. I have been employed with the company 10 years. During this time I have seen the boss's son come and go many times due to disagreements, arguments, or him simply taking 1-2 weeks off at a time and returning like he never missed a minute. The guy is early 30s and has never worked for any company but his fathers. He came back to the company about 18 months ago after being gone a few years. This time his father put him in charge of accounting, production and inventory control. We are a M-F 8-5 business. The son lives on the property of the business and does not wake up for work until about 10am. He then makes himself breakfast until 11am then usually takes a hour lunch around 2pm. We catch him most days hiding in his personal office playing video games or on his phone. Meanwhile production is running out of parts and some customers are 7 months behind on payments. Myself and the other employees are held to very high standards when it comes to performance and attendance. A employee can be reprimanded for being 5 minutes late but meanwhile Jr is still sleeping. Even our part time college students have a difficult time respecting his authority and directions. Recently Jr walked out in a tantrum and has been MIA for 5 days. I fear the owner is going to let him return. I am paid very well at this job and get many company perks, but this has worn on me for so many years I cannot see myself with the company in 2019 if Jr returns. What should I/we do? <Q> What should I/we do? <S> Soldier on for the good money and perks just as you have been for the last decade. <S> This situation isn't going to change. <S> The boss knows whats happening, so do all the employees. <S> You've had a bit of a rant and should be feeling better now. <S> I'm not going to advise leaving, you actually seem to have a good stable job <S> and it's not your company. <S> Good pay and stable employment is not as easy to come by as some might think. <S> Add problem free, and it's even rarer. <S> It's not good to back yourself into a corner because of others actions or allow others issues to impact on your peace of mind, it's just a job. <A> You can not win this one. <S> As the old saying goes, blood is thicker than water. <S> The boss will always favor his son. <S> You have two distinct and simple choices: Leave and miss out on the benefits or stay and put up with the way things are. <S> There are no inbetween options. <S> I've seen this kind of thing before in family businesses, the son won't change and the boss won't get rid of him. <S> If you complain, you'll be the expendable one, not him. <S> Yes it is not fair <S> and yes it is annoying <S> but it is what it is. <A> I am paid very well at this job and get many company perks, but this has worn on me for so many years I cannot see myself with the company in 2019 if Jr returns. <S> Based on what you describe, it is to be expected that this person will eventually return to the company, sooner or later, as it has happened before. <S> Considering this fact, seems that you already have your answer: start looking for a new job . <S> It is unclear what you have tried so far to change this situation, and if you haven't tried anything you should before considering doing so before deciding to leave (although as per your description it sounds like you already tried every other resource). <A> Not your problem. <S> His hours and lack of production should be visible to the owner. <S> It is not a minor role like stocking shelves and he is not rotating. <S> If you think he is going to put the business under then you should start looking for another job. <A> Well what you should do is pretty obvious, and you've come to the same conclusion yourself <S> so I'm not sure why you're asking here. <S> The owner is well aware of his son's behaviour and chooses, time and time again, to overlook it. <S> That's your answer. <S> There is no way to better the situation short of the company failing and the owner starting a new one. <S> You're way past due on your job hunt. <A> It seems like you enjoy what you do given the mention of being paid well and various company perks. <S> I'm like you, if I can possibly prevent myself from having to find another job, I will at least give it a shot. <S> If you'd like to remain at this company I would begin the process of taking notes and recalling all past significant actions of <S> Jr. Whenever he has done things unprofessionally and whenever he has cost the company money, write it down. <S> Finally, present your case privately to the owner of the company, and show him exactly why Jr should no longer work at this company. <S> If the owner turns a blind eye/ignore your recommendation, then the owner doesn't care about their own company's well-being and neither should you. <A> Start looking for a new job. <S> While the salary/perks are good <S> that's less important than enjoying your work. <S> It sounds like this is personally affecting you quite a lot. <S> You can't bring this up with your boss since he'll favour his son. <S> This will not get better, in fact it can only get worse, because one day Jr. will become your boss. <A> You have been personally invested in this company, and it definitely irks you to see someone not working as hard as you have and getting away with it. <S> You have three things to consider: Perks and Salary Company <S> Future Personal and Professional Satisfaction <S> Your perks and salary may be great now, but its better you start looking for another job with better incentives. <S> My concern is you stated that your company has delayed payments from customers and if this keeps up, your company will be in deep waters and to then look for job, you would have to settle. <S> Your feeling towards your workplace will not change as long as your boss's son continues his lazy charade (and <S> your boss obviously knows about it and nothing has changed). <S> And that will affect your work and at some point and to a certain extent, your peace of mind. <S> If you can put this guy out of your mind and can just work, it would be OK, but I don't see that is the case. <S> Finally, I would suggest you to keep an eye out for better opportunities and also meanwhile try and put him out of your mind.
| Start looking for another job. So while job searching is on the cards in general, I wouldn't do it out of pique just because the boss's son returned.
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Email etiquette - when to reply/threads and cc'd chains I emailed Joe in a different department for help/lots of questions on a new project. Basically "do you have info on this or do you know someone who does"? Joe responded saying "I'm sure Liz can help you, she knows all about this. I've cc'd her on this email" How do I proceed? I want to thank Joe for putting me in touch with the right person, should I do so separately? Do I reply all and thank Joe while also introducing myself to Liz? Do I email Liz separately and ask for her help or wait for her to reply in the chain since she now has my original email with the questions I asked? Note: I'm an entry level employee who was told to reach out to this other department. I don't know these people and they are in higher up positions than I am so I want to be extra respectful. Thanks! <Q> In this situation, I recommend thanking Joe and moving him to BCC on the thread. <S> Then continue the conversation with Liz. <S> Thank you Joe for recommending I speak with Liz. <S> I'm moving you to BCC. <S> Hi <S> Liz, It's very nice to e-meet you! <S> [Summarize the problem] Would you be the right person to help me? <S> Thank you, [your name] <S> EDIT: <S> Why BCC instead of CC Joe? <S> BCCing Joe closes off the thread with him and repurposes the thread's context with Liz. <S> Joe will get an email that shows his part is done and when Liz replies he won't get her response (or any response after that). <S> This is especially useful in preventing abuse of reply-all in emails. <A> "Thanks, Joe and Liz! <S> I am new with the company, so please bear with me! <S> Thank you both for your help - I will be sure to contact Liz in the future if I have any questions." <S> It keeps the question very straightforward and simple, states to Joe 'now that I know who to contact <S> , I'll contact them in the future' and gives them respect. <A> I usually don't Reply All when a specific person is needed. <S> Then I would write a new email to Liz explaining that I talked to Joe and if Liz could help. <S> I feel this is the best approach to get a response.
| Instead I'd reply to Joe only, tell him thanks. I found people just ignore chain emails when more people are cc'd as the conversation grows.
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Asking about job location I am soon to be college grad this May. I have received a very good job offer from a very respected company as a part of a rotational program. The only problem I have is that the offer is for the one location (out of 6 that they are hiring for) that I did not want. I was wondering if it is unprofessional to express that the location is not favorable and ask to be considered for the other locations if the offers that they extended in those locations are turned down. When I applied for the job, I did not apply for a specific location, but instead they placed you after the interview process. As far as I know the roles are very similar in each of the locations and everyone who is being considered for these roles are also going to be fresh out of college when starting. <Q> I don't think it is unprofessional at all to ask about it. <S> You are entitled to inquire about details in the job offer, and given that applicants were given the location only after the interview process, you might not be the only one to ask about it. <S> Tell them that you're really interested in the job offer, but at the same time, give them all the reasons why the location is just unfavorable for you . <S> Also, tell them your preferred location(s) so that they know where to look for open slots first. <S> You might end up getting a more favorable location, but you also have to consider how much of a factor the current location is to you accepting the job offer should the offer and location stay as it is. <A> The company want you, and they want you to stay as long a possible. <S> You may be worrying that doing so may cause them to reject you totally if they can only offer that location. <S> I do not think so. <S> It seems unlikely that they would turn you down for expressing preference. <S> If they can only offer you that location, they will expect you to make an adult, informed decision as to whether you can work there or not. <S> If not, they expect you to tell them. <S> If you accept the position, they expect to hear no more about your preference, which includes using a long commune as an excuse for lateness, amongst other things. <S> In my opinion, you have nothing to lose and everything to gain. <A> Just because you apply for a job, go to the interviews, and are offered a job you don't have to accept it. <S> When you receive an imperfect offer, you can either accept the imperfection, negotiate the offer, or reject the offer. <S> With the negotiation option you have to decide how aggressive you will be. <S> Too aggressive for a minor point could make it easy for them to reject you. <S> Then your option is reject or negotiate. <S> So you should negotiate. <S> If that negotiation fails, then reject. <S> Up until you sign and return a offer without conditions keep looking, applying and interviewing.
| But If you truly don't want to work at that location, and the other terms of the offer don't change your mind. It is in their interests to have you happy, so I see no reason not to tell them.
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Been in the same company for 5 years but in that time it changed its name 3 times - how to display this on my CV? I work as a UX Designer (Senior Level) in a company I joined 5 years ago. It just got renamed 3 times (!). Currently, I am updating my CV and am asking myself how to display the name changes. I don't really want to have 3 separate entries because this will look like I changed the company each 1 1/2 years and in fact it's the same company. Would it be okay to just take the current name of the company and display it as one entry? Or will my future employer research and find out that the company I listed just got founded in 2016, which could make him think I'm a fraud. Am I overthinking this? Does HR do such extensive research? <Q> While HR might not do extensive research regarding the founding year of a company, a potential employer might be wary of three separate entries in your CV. <S> So if your company was called X from 2015-2017, Y in 2017, and is now called Z, you could write: 2015 - today: Company Z (formerly Company Y, formerly Company X) <A> Would it be okay to just take the current name of the company and display it as one entry? <S> Or will my future employer research and find out that the company i listed just got founded in 2016, which could make him think im a fraud. <S> Yes, just put the current name in your CV/resume. <S> Nobody would think of "fraud" when they research the company and find out it was renamed, without at least asking you about it first. <A> List the last company name, because that is the one that will be on your other paperwork <S> and it is the one that is true at the time of writing the CV. <S> If your potential new employer does research, he will not find that the company was founded recently. <S> What kind of shoddy research would lead to that result? <S> He will find that it was renamed recently. <A> The choice of only listing the current company may be ok, if the current company honors all your years of service. <S> If the current company does not (had this happen) and says you have only been employed for the time they branded you, then I would do something as follows... <S> list each title and company and show years of service overlapping them together: <S> Title @ <S> Company3Title @ <S> Company2Title @ <S> Company1Jan 2013 - Oct 2018List of accomplishments... <S> The reason for this is to avoid the prospective employer from calling to verify your employment and hearing that you only worked there for 1 year instead of 5. <S> They could assume you falsified your history to hide a lack of employment.
| I think the best approach for this would be to write the current name of the company for the whole time you have been employed and include the former names in parenthesis. If the renaming is the result of a merger with another company that was founded recently, then I personally would list it as something like "XXX in old company name (merged with new company name in 2016)" just to be entirely clear.
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My manager wants me to extend my working hours I have recently joined an organization. Like every other organization, we also have nine working hours a day. But ever since I have joined, my manager wants me to stay late and work extra hours in office. I don't see any reason to do so as my project has not yet started. It takes me more than one and a half hours to reach home/office, sometimes two hours when the traffic is worse. I do not even take regular coffee breaks, just a one hour lunch break. For the rest of the eight hours, I spend at my desk doing my work. No Facebook, no Twitter, nothing else. Still he wants me to spend extra hours in office. On top of that, he also suggested I rent a home near by the office. Why would I do that? I am a native in the city. I have my own home and a family. I asked him so many times why he wants me to spend extra hours. He always says he has seen some spark in me. He is a from sales background whereas I am a developer. By listening to his ideas about new projects and applications, it clearly shows that he has no idea about how software development works. I don't know how to handle him now and I feel like I am stuck here in this company. I am not being paid for working extra and my manager knows that I have to travel for more than one and half hours to reach my home/office. <Q> There’s an old wisdom: You can make people stay in the office for 80 hours a week, but you can’t make them work more than 40 hours a week. <S> It is also well known that working more than 40 hours a week regularly makes your productivity drop. <S> Not your hourly productivity but your absolute productivity. <S> So if you did what your manager wanted, he wouldn’t get more work from you, it would only make you exhausted, unhappy and possibly ill. <S> And nobody will think any better of you, and nobody will thank you for it. <S> (I suppose being paid for the extra hours wasn’t mentioned, right ?) <S> If he works long hours himself, he should try doing the same work in less time. <S> It seems you are working hard for forty hours a week. <S> Your manager isn’t going to get more, no matter what he tries. <S> What he tries is totally misguided. <S> I’d say when he comes again, you can tell him that you like your home <S> and you’re not going to move, and that you are most productive working 40 hours a week. <S> Make no concessions. <S> Just a clear no that doesn’t leave room for discussion. <S> And don't say things like "If it is urgent, I can stay late". <S> IF things get urgent, then you can make your decision, on a case-by-case basis. <S> But until that point, you work your hours and no more. <A> If you have unfinished or urgent work <S> it makes sense to stay late hours <S> but as your project is not even started it doesn't. <S> Be firm and let him know that you are not willing to stay late hours unless he clearly says what he expects you to do. <S> Also let him know that you can't relocate as you have a family life. <A> I'm not sure what you're asking, so my guess is "should I, Wilbert, work more hours or not, and if so, how to reconcile this with the fact I already spend ~20hours a week travelling?" <S> First, yes, you should consider working more hours. <S> As long as those hours are letting you learn new things that will make you more valuable in the future . <S> So, extra hours filling in the test report, or wrangling xml? <S> No. <S> Extra hours working on designing/prototyping a new product? <S> Yes. <S> Even better would be extra hours helping the biz guy research new projects. <S> The reason for this is you always need to be learning new things and don't just learn new IT things because that's not as useful as learning complementary skills (but of course, learning anything >> learning nothing). <S> The other question you raise is your ridiculous travel requirements. <S> You're spending 20 hours a week just going to and from work, that's far too much. <S> Your boss is correct, you should consider getting someplace nearer, because it's just a waste of your life to drive a car or sleep on a bus for 20 hours a week. <S> You could be learning new things in that time! <S> Can you arrange to come into work earlier and leave earlier, or come in later and leave later? <S> Would a change in drive time change the commute? <S> Can you consider getting a place around the corner 3-4 days a week, as long as work pays you for the extra hours that you'll work (which, incidentally, would be 9-12 hours), or at least partway covers it? <S> That will make your life a little easier. <S> Finally, you shouldn't be sitting 8 hours a day, it's really not healthy. <S> Get up and take a coffee break and a snack break - try and walk for a block of 20 minutes every 2-3 hours! <S> Otherwise you're just going to cause problems down the road. <S> Also, just because you work 8 hours isn't great in and of itself - its really about the revenue you help bring the company. <S> Never say "i sit 8 hours a day", say "i helped the company make a million dollars", and if you cannot work out how to say that then rethink your job to enable you to do so.
| Let him know that it is not possible for you to stay late hours every day unless it's urgent because it takes a long time to travel.
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Talking to employer about low performance due to new baby and lack of sleep I'm a senior software developer at my company. My boss has always been really happy with my work and we've got on really well. I've always got good performance reviews and been confident in my abilities. 5 months ago I had a baby girl and I took 3 months of maternity leave. Over the past two months I have really struggled to work at the same level of efficiency and productivity that I did before. The sleep has been getting better, but I still am getting very interrupted sleep. My daughter is usually waking up for a feed at least once a night. I'm really not performing as well as I used to. A lot of the work I do is mentally very intensive and I have been noticing that I'm just not as quick or as sharp as I used to be. I need to write stuff down more often now and take notes otherwise I forget things. This has really had an impact on my confidence. I'm worried about my progress and I am really stressed that I'm not doing good enough work anymore. I've been very worried that my boss will notice my decrease in performance and that I'll lose my job. How do I approach my boss and explain myself? I think this is temporary and that when my sleep gets better I'll do better but how do I explain my lower performance in the meantime? <Q> It sounds like these are your concerns, and not those of your boss. <S> If he/she has not said anything yet, I would not recommend talking to them. <S> Now, if your boss starts making comments about sloppy work, saying you look tired, etc., then you can have a candid conversation. <S> But until then, keep chugging away and enjoying new parenthood. <A> I think this is temporary <S> Yes it is, it only lasts for a few decades. <S> But you get used to it. <S> Having children does impact on your concentration just as it impacts on all aspects of your life. <S> Everyone knows that and as long as you're trying your best no excuse is needed. <S> So attempt to separate your family life from your work as much as possible <S> and it get's easier over time. <S> Don't bring it up and use your child/ren as an excuse unless absolutely necessary. <S> It can become a crutch which is never a good thing for your personal growth or work ethic. <S> All the ladies working for me have had children, the ones I appreciate the most are those that just get on with things workwise without making a drama out of it unless they have to. <S> I know full <S> well what a newborn entails in terms of loss of efficiency and sleep. <S> So do most people. <A> Since your manager hasn't complained about your performance, there are three possibilites: Either he or she thinks your performance is fine. <S> Or both. <S> How do you approach your boss? <S> You don't. <S> It's not something that would ever benefit you. <S> If co-workers make negative comments, you put them in their place. <S> If someone said "You are slower than you used to be <S> " you don't say "I know, <S> I'm tired all the time", you say "You better speed up a bit yourself before you make comments like that". <S> If your boss says something, you don't say "that's because my baby wakes me up in the night all the time" <S> , instead you say confidently "I think I'm doing just fine". <S> Performance of a senior software developer is notoriously difficult to measure. <S> If you are at 90% or 80% of your best, you will be just fine. <S> Don't put yourself down. <S> And if others try to put you down, never let them.
| I don't see anything in your post indicating your boss thinks you are doing a bad job or has expressed concerns about your performance. If nobody else says "your performance is bad", then you should definitely not start bringing it up. Or they are aware that you have a young baby who needs your attention, and they are cutting you some slack.
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Is it unprofessional to resign from a contracting company without notice? I work for a contracting company in a contract-to-hire position where I have almost no contact with the contracting company- I send them time cards, and they send me checks. Today I was offered a position at the client company which I accepted, and I gave the contracting company two weeks notice of my resignation. To be clear, I am an at will employee of the contracting company. The client company has offered me a position, which I have accepted. There are no contractual barriers to my accepting this position. All of the reasons I know of to offer a notice period to the contracting company do not apply- they have no work for me to handoff or complete, they will not need to replace me, and there is no transition plan to make and execute. The only difference I see in offering a notice period is that they continue to collect their margin for two weeks longer. Would it have been unprofessional to resign from the contracting position without any notice at all? If so, why? <Q> Would it have been unprofessional to resign from a contracting position without any notice at all? <S> Yes, it would have been unprofessional. <S> You are normally expected to work for the term of the contract with the client. <S> Even though it may not have been contractually required, you did the right thing by giving two week's notice. <S> I think your instincts were correct. <A> If you took a full time job at the company in which the contract company got the job for you... then you could be potentially in breach of contract. <S> Hiring a temp is very common, but they usually have to go through the contracting agency (who gets a finders fee, because well they recommended a "good" person for the job). <S> But going around the system might get you (and the company who hired you) in hot water. <A> I work for a contracting company in a contract-to-hire position where I have almost no contact with the contracting company- <S> I send them time cards, and they send me checks. <S> Today I was offered a position at the client company which I accepted, and I gave the contracting company two weeks notice of my resignation. <S> Your responsibility regarding giving notice depends on the nature of the contracts. <S> 1) <S> If you work for a staffing company, who provides workers to another company in a contract-to-hire arrangement then the staffing company is happy when you are given a permanent position with their client. <S> They not only have collected a fee for every week you were on contract <S> but they get another fee for you becoming a permanent employee. <S> The exact terms are in the staffing contract which you never see. <S> 2) <S> If you were in a contact-to-hire contract with the staffing company and you take a job with their client that can make them concerned. <S> Your contract with the staffing company could address this situation. <S> They also want notice if they are still obligated to fill the position and now have to scramble to find a replacement. <S> The contract between the companies may also have relevant sections about poaching employees. <S> In the first situation the staffing company doesn't need a lot of notice. <S> They do need time to prepare paperwork, but they are not expected to replace you, and they will be collecting an extra fee. <S> They view your being hired as a win for them. <S> What the staffing company is concerned about is the situation where the contract period ends, their client says no you were not good enough to hire; then a few weeks later they hire you and the staffing company doesn't get the hiring fee. <S> In the second situation, your contract will specify your obligations regarding notice and taking a position with their client.
| As far as being unprofessional, no... that is what a contract-to-hire position is there for. And if you need to cut it short, a notice period is normally expected - two weeks is traditional in my locale.
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Do tech companies care about GPA from PhD applicants? I was just curious to see if anyone knows if big tech companies (e.g., google, apple, facebook, etc..) care about the GPA you got as a PhD student? I heard they care for Bachelor's degrees. Not sure about master's, but I imagine they'd care. <Q> It's one data point. <S> Interviewing is not about "passing a test", it's about determining if there is a good fit between the job and the person. <S> Fit includes technical skill, interest, personality, culture, career path, etc. <S> As a fresh graduate, there typically isn't a whole lot of data you can go with, so the GPA is at least something quantitative to look at. <S> In general industry likes tangible outcomes: projects, hands one experiences, wrangling a bunch of people or some lab equipment to get something tricky done, etc. <S> Publications tend to be more relevant for an academic career. <A> I interviewed a physical chemist PhD for a software position with a tech company. <S> (The job was to work on the Point of Sale application. <S> If you live in the US, there is a 35% chance you have used my software.) <S> He could have done himself a favor by leaving his six pages (no exaggeration) of papers on obscure subjects off his resume. <S> If he were looking for a research job, this would be relevant; for us, it meant we had to flip though pages of stuff <S> I don’t care about to see that he did anything relevant to what we do. <S> If it IS relevant and it IS for a research position, I can’t advise you. <S> But that is not what you were asking. <S> When I see a GPA on a resume, if it is not above 3.8, I wish they would leave it off. <S> If it is, I am impressed <S> but I still want to know what they can do for US , not the school. <S> The nephew of a friend sent me a resume with his 2.8 GPA listed. <S> That killed it for me. <S> I did not bother to ask to interview him. <S> If you do have an excellent GPA, just list it after your degree. <S> University of Southern North Dakota at Hoople, Hoople, ND Ph.D. Computer Science, 2018, (GPA 3.9/4.0). <S> M.S. Computer Science, 2014, (GPA 4.0/4.0). <S> After you have been out of school for a few years, I recommend leaving the year and GPA off. <S> Companies are interested in what you have done lately, not in years past. <S> In the experience section, you can list out the research you did maybe with a comment about papers that were published and honors you received. <A> Magna Cum Laude or Summa Cum Laude (high honors / highest honors) is about all you need to say about your GPA. <S> As it is part of the degree title, it's also less annoying. <S> If a company wants your exact GPA, then odds are they won't just take your word for it, <S> so why not send them a sealed copy of your school transcript? <S> That's what you'd have to do to apply to a University.
| If your GPA is high enough, typically you get an honorific attached to your diploma. Most interviewers are interested in your achievements: Not what you have done, but what the result and impact of your work was.
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Is it ok to tell the interviewer you're physically uncomfortable? I know this sounds strange and it's related to an interview that went bad a long time ago . After the interview I received feedback that I never had before, nothing to do with technical skill but the interview was cut short as the interviewer found I was "rude" based on some mannerisms such as leaning in my seat. I've never had such feedback before, but also noticed during the interview I felt much more anxious and uncomfortable than usual. The interview took place in a very small room with no windows. I was uncomfortable with how close our chairs were and nothing in between us (like a desk). I also found it very hot and stuffy and despite my best efforts wasn't able to resist yawning. It was just me and the interviewer. Would it be ok to ask to go to a different room? If yes, how should it be phrased? To be specific, I think some of my behaviors that came across as rude may have been subconscious reasons to the conditions (like leaning my chair away as I was uncomfortable with the seating arrangement). I was reminded this because I've seen several questions on this site about cutting an interview short if it's decided for certain the candidate isn't a good fit. I was scheduled for back to back interviews with different people, the first one was an HR rep. Later, the recruiter told me, how he had found me rude, and told the second interviewer to keep it short not to waste my time. I find it strange the second interviewed me at all if the decision had been made. Is there something I'm missing here? <Q> As the accepted answer in the other question points out, that particular case was a bullet dodged and I wouldn't worry about it too much. <S> It's absolutely OK to mention that you're uncomfortable in some way, if you think your performance is being impacted. <S> When I interviewed at a large bank in the UK the little glass-walled meeting room they had scheduled for us was a bit too small, and I'm a big guy, so <S> I said is it hot in here or am I just nervous? <S> Not my best bit, but my purpose was to connect with them and break the ice. <S> I expected them to laugh it off <S> but they immediately apologised because they couldn't control the aircon for the space. <S> I'll go back to your experience, physical distance is culture dependent . <S> The yawning was bad, but you could apologise for that by mentioning the temperature and the effect it has on you. <S> Going to another room is usually not going to happen because this room is scheduled for a reason. <A> Would it be ok to ask to go to a different room? <S> You can always ask. <S> But be aware that it may be a strike against you. <S> Interviewers may unconsciously think you are high-maintenance or odd. <S> I've worked at several companies where it would have been extremely difficult to find an alternate interview room on short notice. <S> Maybe it wouldn't have mattered too much, but I have to be honest that I would find it a bit annoying. <S> Ask if you feel that you must. <S> Otherwise, it's usually best to carry on even in sub-optimal conditions. <A> Interviews are two way streets. <S> You are supposed to be interviewing the company while they are interviewing you. <S> If a room is painfully cold, feel free to politely ask if you can get a cup of coffee or warm up. <S> If a chair is painfully hard, say "What's the deal with these chairs" and offer to continue the interview on your feet or in a company break room or their office. <S> If they cannot make accommodations, accept that they can't; but, then it will be clear that your discomfort is due to the reason you complained. <S> How they indicated they can or cannot make accommodations will tell you a lot about if you might want to work there <S> (which is different than if you might want to be paid by them :) ) <A> Is it ok to tell the interviewer you're physically uncomfortable? <S> No , like any meeting you prepare for a high stress environment, this can be physical or mental. <S> One measure of a professional is being able to function under less than perfect conditions. <A> I always assume that the burden is on the company to find the best candidate, and on the candidate to find the best job for them. <S> If it starts out 'uncomfortable' don't assume that it will ever get better. <S> It may, but you have to accept that if you are prepared, what is meant to be, will. <A> Similarly you could say you're having some fever and if the <S> At this point they would probably offer to increase your comfort by shifting to a different room (if available). <S> If not they'll understand why you moved a bit during the meeting.
| You should let the interviewer know you are having some existing "pain/sprain" in the uncomfortable part and that they should excuse you if you move a bit in the meeting to adjust your seating. Apologise if you get drowsy, and try to do your best not to let it show.
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I like my job, but dislike the type of clients and work we choose. How do I change this? I took a job at the beginning of this year at a digital agency. As the title says, I generally enjoy everything about the job, except for the type of clients we work with... The longer-standing clients we work with have business models that are against some of my personal principles, and I have a hard time staying excited about the work, and giving it my 110%. The clients aren't skeezy or "evil", but they are generally companies whose products or business practices I don't agree with. They are mostly just your typical eCommerce and SEO-driven websites, but I feel like some of them are either being deceptive or capitalizing on people in need. Again, nothing illegal or anything like this; any agency is going to have clients like these. How do I approach this with my boss (who is also the owner of the company)? We've got a great relationship, and I know we generally align on a lot of viewpoints. Part of me thinks he feels the same way, but what can you do when you need to run a business? Also, another coworker has voiced similar thoughts during our daily standup meeting. If I do talk to my boss about getting different clients that are more rewarding to work for, should I preemptively start looking for other work? Should I just start looking for new work without bringing it up? I'm worried about sounding like I'm standing on a moral pedestal when there is very likely little that can be done about the clients. Thanks for any input! <Q> How do I approach this with my boss (who is also the owner of the company)? <S> You just talk with your boss. <S> You express your feelings and how the clients he has chosen run counter to your personal principles. <S> And you explain how this makes it difficult for you to work hard and stay excited about your work. <S> If I do talk to my boss about getting different clients that are more rewarding to work for, should I preemptively start looking for other work? <S> Most certainly. <S> In fact you should have made significant progress in your new job search before you even bring it up with your boss. <S> Most likely, your boss will say that they aren't going to try and change the types of clients they work with just because one or two employees would prefer not to have them as clients. <S> Otherwise, they would have to try and figure out what every employee wants and end up rejecting a lot of business. <S> It's also possible that your boss will tell you to leave. <S> Perhaps not likely, but you are signalling your unhappiness and that would be a sign that you are leaving anyway. <S> So just be prepared. <S> Should I just start looking for new work without bringing it up? <S> It would certainly be simpler to do that. <S> You aren't likely to be able to change the selection process for new clients. <S> You don't want to get into another situation that goes against your personal principles. <S> Alternatively, you start your own business and use your personal principles to choose clients. <S> If you hire employees, then you can deal with demotivated workers where your clients are against their personal principles. <A> Simple. <S> You don't. <S> The business is what it is and will have clients you may or may not agree with. <S> Unless you OWN the business (or have a substantial percentage of ownership that you can veto the choice of clients) you don't get a say in that. <S> At all. <S> Really, you don't. <S> It is their business and you are hired to work for them. <S> To give you an example, I don't (and never would) work for companies that make gambling software of any kind. <S> For this reason I don't work at their companies, I don't accept interview invitations, I want nothing to do with them. <S> It would be ridiculous if I went to work for one and then complain that I don't like what they are doing. <S> tl;dr <S> if you don't like the work your company is placing you on you can either ask for different work (if it is available) or leave. <S> There's little else you can do because it isn't your company. <A> I mostly agree with Joe's great answer , but I have a slightly different take no how to approach this with your boss. <S> First off, it sounds like <S> while you aren't a fan of some of your clients, you are still willing to do work for them, just less enthusiastically. <S> I also get the sense that you like the company enough that you might be willing to stay on even if the clients don't change. <S> If those assumptions are wrong, this approach might not be for you, but... <S> I suggest approaching this with your boss as a potential opportunity to expand the business in a new direction. <S> This way you aren't trying to change your company's income source, you are adding to it. <S> Rather than explaining what you don't like about your current clients, talk about the types of clients <S> you would want to work with. <S> Make sure to also explain why you would be excited to work with these types of client, and also why it would be beneficial to your company. <S> During the course of this conversation, it's very likely that your boss will ask if you are unhappy with your current work. <S> I suggest being honest, but don't dwell on it too much. <S> Just say that you enjoy the work you are doing, but find it hard to get invested in these particular clients. <S> If you have the skills and knowledge to spearhead expanding the business, then you are incredibly more likely to succeed. <S> If you talk to your sympathetic coworker beforehand, you could even mention that the two of you could work on it together. <S> You would of course continue to do the work for your current clients, but would taper off as you got more and more work from the new ones. <S> If all goes well, you could eventually be running an entirely new department!
| When you start looking at potential new employers, make sure you dig in enough to understand how they choose their clients.
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Should I present my improvement suggestion during usual meetings or during special one? My current company is young and lacks very much structure. I would like to discuss with my line manager, who is the CTO, some possible improvements. Should I write an email and request an extra meeting excluding the usual one we have or should I raise the improvement subjects during the operational meeting that we have, once a week? <Q> The benefit of doing it during your weekly meeting is that others could have input and therefore gain buy-in. <S> You can also ask during your meeting if it would be okay to discuss it during your meeting. <S> Otherwise, you could call for your own meeting. <A> Asking for permission can be time consuming and frustrating, if it's my work, my field of expertise and my responsibility I just take the permission as given until told otherwise. <S> So if I were you I'd just start implementing small changes starting with those that palpably increase efficiency. <S> Make sure they are thoroughly thought out changes which cannot be argued against once they're a fait accompli. <S> Changes that involve protocols and others are a bit harder <S> so you set the precedent first and use common sense. <S> Document as you go and keep superiors in the loop, but in terms of what you're doing not 'can I do this'. <S> They'll let you know if you can't. <S> I've been doing this so long even at companies <S> I'm just a consultant at that <S> at most people just ask me if they're doing it properly, or what time I can have a meeting and train staff. <S> Then usually feedback from training <S> gives me more to work with for the next one as well as giving everyone a feeling that they have a hand in things. <S> Judgement call on whether you could apply this advice fully or partially to your particular situation. <S> But it's an avenue worth thinking about. <A> Don't wait for, or consider, meetings. <S> Stand up now, walk up to LineManager and say Steve, I've realized we can automate the build process. <S> It won't take more than a week using BuildORama. <S> The savings would be spectacular - should we do this? <S> Just make it a live, hot, open issue. <S> Meetings, shmeetings. <S> Email, Peemail. <S> Just walk over and raise the issue. <S> the language you're looking for, actually three words, is: "Steve, I've realized [ ]" in the rest of that first sentence state your plan (shouldn't take more than 5, 6 words) in the second sentence state how long it will take. <S> (So, "It won't take more than [state time]. <S> ") <S> You can add something technical (no more than two words, see my example above) <S> so it sounds technical. <S> the third sentence is formulaic. <S> "The savings would be spectacular - should we do this?" <S> That's it. <A> That depends on the scope, complexity and implication of the improvement. <S> If it is "i suggest to add a new category in the issue tracking system to avoid a certain type of issue being ping-ponged between categories" a email of a small discussion in you weekly is enough. <S> If you expect a longer discussion, then dont hijack the weekly meeting with it (since it may block operational topics from being discussed). <S> If you expect that the manager may want to talk to other people about the topic, then briefly mention the topic in an email or during you weekly meeting, and schedule a separate meeting with an appropriate time before.
| If you think discussion of your idea will be a quick exchange within the typical time limits for contributions during your meetings, you can do it during the meeting.
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Rejected job offer after salary negotiation but HR reached out again with another offer I am looking for a job change and I have been contacted by an employer. I had several rounds of interviews, I was offered a job and we began salary negotiations. The offered salary did not suit me - I had clearly indicated one figure. We never agreed on a salary. They kept on negotiating but ultimately I turned them down. However, I was contacted the next day and the employer wanted to re-negotiate. After some discussions, they offered the amount I had originally requested. Is there anything I should be worried about here? I am confused because I declined the offer originally and the employer only agreed after re-negotiating. I have not came across this scenario until now. Is this normal? Edit (as answer was closed ) :- How to take the decision in this scenario? how to safeguard self in this situation? -- As replies suggest that if they agreed what your asking, go for it. But Caution is they soon can replace me with another day they find. As salary negations also went long after rejection only they came up agreeing. I am aware that they were checking with other (selected) candidates also. -- Package what is asked and offered was lucrative so without giving thought/taking advice can't be rejected as well. <Q> Right now, it's a seller's market. <S> If you have any skills at all, you are in the driver's seat. <S> So, yes, this is normal. <S> They probably tried to low-ball the salary, saw you wouldn't take it, and came back for what you wanted because they realized that they're not going to get anything cheaper. <A> They probably had in place a maximum salary for the position you applied for and you wanted more than that amount. <S> So somebody went to some higher level decision maker and said: "I really want this person, can we raise the salary"? <S> They went to bat for you and did so in an effective way <S> and they were able to influence this person who has higher authority. <S> To me, that means something. <S> Furthermore it only took a short time, that means even more. <S> Had they comeback in a week or so and offered you the amount you wished, I would see that as normal. <S> Being that they got back to you so quickly, I would think long and hard about not taking their offer. <S> It seems like it would be a terrific career move for you. <A> Unfortunately this is normal but there is also one other thing to consider. <S> If they gave you this much grief during the hiring process, will they be as "frugal" in the future, ie penny pinching on your merit increases and promotions? <A> after some discussions the number which I have asked previously they agreed on it. <S> Now the confusion is, Should I go with it or not <S> So after some negotiation, they agreed to pay you exactly what you asked for. <S> Seems to me that you should accept. <S> Is it normal? <S> Negotiating is normal. <S> Agreeing to your original number is a bit unusual. <S> They must like you. <A> So the conversation, as I understand it is basically like this: Them: "We want to offer $X salary" You: "No, I can't work for less than $Y" Them: (negotiates) <S> You: (firm) <S> Them: (negotiates) <S> You: "Ok, if I can't get $Y then sorry <S> I'm not interested" Them: <S> "Ok we'll give you $Y" <S> What's the problem here? <S> You got what you want, so take it! <A> Yes, this is normal. <S> That's why it's called negotiating. <S> You negotiated, they negotiated, you won! <S> Crack open the bubbly and enjoy your new job. :) <A> There are two sides of the medal here. <S> On one side you actually stretched the budget they had so there is a slight risk of this impacting your situation in the future <S> (e.g. if they eventually find someone with lower salary expectations and similar skill-set). <S> It might also impact you chances to advance in the future. <S> On the other side the mere fact they have eventually accepted your original offer means they couldn't find anyone (good enough) within their budget so probably they underestimated the budget requirements and had to adjust it accordingly. <S> Chances they will find someone seems low then. <S> It's also worth considering that once you're in the team replacing you is far more difficult than finding someone other during the hiring process. <S> You already learn the company and within 2-3 month will be much more valuable worker than a fresh one from the market. <S> I would say it's safe to accept. <S> Is it normal? <S> Yes, perfectly. <A> Is there anything I should be worried about here? <S> Nope. <S> Do you want to take the offer? <S> If not, there is nothing to be worried. <S> If yes, you got what you asked for, so there is nothing to be worried about. <S> Or is there somtehing other than the salary that is bothering you? <S> That may be the key to your dilemma; not the salary itself. <S> Is this normal? <S> Yep, pretty much; but that depends on the market.
| This is probably a situation where they needed additional approvals in order to offer you the salary you desired.
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How can I plan a Christmas party when there seems to be no suitable date? So I've been asked to plan a Christmas party for my department (roughly 40 people). I have three requirements: The party has to be before December 25th. The main boss has to be available on the date I choose. It has to be on a weekend. The only date that meets all three requirements is December 22nd. The problem with this is around 2/3 of the staff are unavailable on this date. This party is going to double up as a leaving party for the main boss, and he is also paying a significant amount towards drinks for the night, so I feel like I can't not invite him. (He's also the boss). How can I go about organizing the even so that the main boss gets a proper leaving party, and staff can participate? <Q> Of the three requirements you list something is going to have to give: <S> The party has to be before December 25th. <S> Presumably this is because of the boss' leaving date so that sounds hard and fast. <S> The main boss has to be available on the date I choose. <S> Well if it's his leaving do <S> (at least in part) you can't do it with out him <S> so this also sounds hard and fast. <S> So by process of elimination.. <S> It has to be on a weekend. <S> Sounds like a likely candidate to change <S> - you don't specify the motivations for it being a weekend, but assuming it's down to wanting it out of hours would it not be feasible to take the situation to the departing grand boss and suggest he allow it to take place on a weekday? <A> You aren't picking the date. <S> The people who put the date requirements in place have essentially picked the date. <S> Go with the date that fits the requirements and move forward with the planning. <S> You have to realize that the moment they said weekend some employees immediately said they will never attend. <S> There is no date that works for the majority of people unless it is during working hours, and the boss pays for them to attend. <S> Nights and weekends impact family and non-work commitments. <S> Events that take place during work hours, but the employee has to charge vacation also don't attract huge crowds. <A> As already explained in the other answers, if you try to satisfy all the hard requirements, there is no "good" date - most staff will not be present. <S> In this case, the main person of the event will be your boss (both because he's boss, and because the party is specifically about his leaving), so talk to him. <S> Explain the situation, and ask him where he is willing to compromise. <S> Can the event be shorter, but on a weekday evening? <S> During the day? <S> Is the boss willing to come back for the event after leaving? <S> Or does he not mind if most staff is not present? <S> Only he can tell you that. <S> Ideally, also speak to your colleagues, to find out for example whether they would prefer a weekday or a weekend event. <S> Then find a suitable compromise (and have a nice party!).
| There are many ways in which you can vary or relax the requirements, but before you do that, you need to talk to the people who will be attending .
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Can Company A be upset at an external job offer in the same field? Some company (company B) found me on LinkedIn and sent me a job position and asked if I wanted to apply or if I knew of someone who did. I looked into it, got the interview and an hour later got a call with the offer. I informed my boss and my two supervisors. The last supervisor is seemingly upset that another company asked me to apply when I told her I was leaving. I have a 6 month commitment with the company which ends before my “three weeks” left are up. As far as I understood, my 6 month commitment was a non compete within those 6 months and I couldn’t leave if I didn’t pay back my training. I could leave after 6 months without issue. My question: Can Company A get upset and take legal action against me or Company B?? <Q> They can be upset, sure. <S> Can they do anything legally? <S> Only if: You are under contract. <S> You signed a non-compete. <S> The company that invited you to apply under false pretenses <S> The company that invited you to apply broke local laws Other than that, they can pitch a fit all day. <S> Tantrums are not cause for legal action. <A> Can company A get upset and take legal action against me or Company B <S> Company A has no legal recourse against Company B. <S> Basically, it depends on the details behind your "I have a 6 month commitment with the company". <A> If you apply for another job, and give notice the same way anyone in any other job would normally do it, I don't see how they can be angry at you. <S> I suppose it all comes down to what is stipulated in your contract and local contract laws. <S> If you have given the minimum necessary notice as required by law and your contract, you should be fine, although, if your contract has a restraint of trade clause, your employer might have a case. <S> If they do have a case and decide to take recourse, they would do so against you, not Company B. <S> However many would argue that a restraint of trade clause is anti-competitive, but the success of that argument would depend greatly on where you are from and what the exact stipulations of the agreement are.
| Any potential legal recourse against you depends on the contract you signed with them, your local laws, and how much Company A actually cares. Yes of course Company A can get upset. Most decent employers understand that employees come and go over time, and that it's unlikely that an employee will work for them their entire life.
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Working in a non IT firm as a developer I started working at a place just a couple of days ago, I was working as a freelance web developer but applied and got selected for the job. The firm is not an IT /development firm but required developers for their website. The website is core to the working of the firm as it generates business leads. Now the problem is as this not a pure IT firm they don't have a team of programmers or IT professionals whatsoever. So I have to start right from installing all the necessary software and tools to revamping their websites. That would not have been such a huge deal but none of their project files open without causing trouble, if I am able to open them they won't run or compile in the first place (These are all. NET based websites). Starting from scratch doesn't seem like a good idea because there's a lot back end that I alone would have to re do. I have spent the last 4 days trying to make the project run but every time a new problem arises. My question is it worth my time to work hard in this organization, to get the results they want. Would it add enough value to my resume at the end of the day? <Q> So, you need to make a decision here. <S> Are you looking at this job as a job, or are you looking at it as a resume filler? <S> If this isn't the work that you see yourself doing for more than a year, do yourself and your employer a favour and leave. <S> The fact that you've been employed (as opposed to being taken on as a contractor/freelancer) means that the company is investing in your future and hoping that you can contribute to their web presence. <S> Spending a week trying to get someone else's code/project working isn't an unknown thing. <S> It can take a long time to pick up the reigns and make something work. <S> This is not a brick wall. <S> Decide in your head whether you want to stay or not. <S> If you want to stay, make a plan of work - sort out what you need to achieve and what time/tools <S> you need to get to where you want to be. <S> If you decide to leave, then be aware of how this reflects in your resume. <S> It's rare that you drop into a job that's smooth running from day one. <S> The more work you put into making a situation work, the better it reflects in your resume (up until the point where you're beating a dead horse, when it surely is time to move on). <A> My question is it worth my time to work hard in this organization, to get the results they want. <S> Would it add enough value to my resume at the end of the day? <S> Yes, a resume with completed, successful projects on it looks a lot better than one without. <A> The "value" of a position on your resume is hard to quantify as it's very subjective and while there will be large amounts of overlap <S> you can't predict exactly what future hiring managers will be looking for. <S> So my rule of thumb is to evaluate it as "what would I rather hire?" <S> So doing that, ask yourself whether you'd be more interested in hiring: Someone whose resume can describe how they built an in-house development department by themselves, from scratch. <S> or Someone who basically gave up after four days and coasted because it looked like they might actually have some work to do. <A> Yes, it is worth it. <S> In fact, being one of the only developers in a company carries unique opportunities to show your initiative and capability. <S> Unfortunately, almost any developer job will require days or weeks of setup time before becoming productive. <S> If you're willing to consider quitting just because you've spent four days setting up projects, then you may not have the necessary expectations or determination to excel in this role. <A> If you like doing the type of tasks associated with the job, then keep doing it. <S> Your resume can reflect everything you are doing. <S> There is a vast ocean of companies that want your skills anyplace you want. <S> You will use all of your experience in the future (if you have a lot of years to work) <S> If you become a supervisor over a diverse IT group down the road, you will know more of what you are talking about, depending on how much things change. <S> If you aspire to be a specialist only, or get away from working with non-IT people, then only the relevant part of your experience will help you in the future. <S> If the developer side of your current experience is watered down you may fall behind in your goals. <A> My question is it worth my time to work hard in this organization, to get the results they want. <S> If you value being paid, it's probably worth your time to work hard. <S> Alternatively, you can find a new job.
| If this is a job that you want to develop and make a real contribution to this company, then forget your resume filling criteria and concentrate on your job (doing this will reflect positively on your resume anyway).
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Wanting to acknowledge a co-worker in my resignation letter My co-worker has been the biggest help to me in the past few years I'm in the company. His capabilities are far above the senior employees (there are solid proofs to this). Although we've never officially talked anything about mentorship, I strongly feel that he's willing to mentor and help me whenever I need, compared to everyone else. He was never assigned to mentor/supervise me in the first place. For that, I'm very grateful to him. I've read somewhere that one of the good ways to acknowledge his efforts and contributions, as to let the manager further notices him is by doing some mentioning. I want to know if it's appropriate to acknowledge a co-worker in my resignation letter. If it is, how should the letter sounds like (generally)? EDIT : Never thought that a simple intention to thank someone can be so malicious for certain people. A corporate world doesn't need to be that cold. This will be my first resignation anyway. <Q> While I would say there's nothing wrong with giving an acknowledgement to a co-worker when leaving I would suggest your resignation letter isn't the appropriate place to do it - if for no other reason then it's unlikely to be seen by any but your direct manager and HR. <S> A better suggestion IMO would be to send a farewell e-mail or the like, it is worth mentioning though that I'd avoid any suggestion (overt or implied) that cast others in a negative light. <S> While you might not have to stay around to deal with the fallout of any such your co-worker <S> probably does <S> and he could easily end up bearing the brunt of any bruised egos. <S> Something like: <S> As you know I'm leaving ACME Corp. today, it's been a genuine pleasure working with you all <S> and I especially want to thank [co-worker] for all his help and advice during my time here. <S> Is pretty inoffensive but gets the point across. <A> I can't see any good coming out of that - the only people who would see the letter are your manager and the HR department. <S> All they're interested in is what your last day of work will be. <S> However; if your company offers an Exit Interview process, that's the ideal place to mention this person, and it'll be something good about the company that you can discuss with them. <A> I want to know if it's appropriate to acknowledge a co-worker in my resignation letter. <S> No, it's not. <S> Even sending a blanket email mentioning him isn't the best idea. <S> You're resigning, why associate him with that fact, people could read all sorts of things into it. <S> Focus on your future, there is no need to create any drama on your way out. <S> Thank him in person if you want. <S> I'd actually do it during my speech at the farewell function if any. <S> Because it's a more informal setting and it wouldn't be open to misinterpretation that way, and it's perfectly normal to mention some highlights of your time there and thank people. <A> Dear colleagues: <S> {Insert the usual <S> It is with a heavy heart, pleasure working here, standard stuff here} <S> While I enjoyed working with all of you, I wanted to take this time to give special thanks to John Doe, Who took me under his wing and taught me so much, it is rare in this day and age to find someone of John's integrity and work ethic combined with his willingness to reach out and help others. <S> Thank you John. <S> {insert final farewell, regrets, best wishes, and contact info (if desired) here} <A> It all depends on how you are leaving the company. <S> If you are leaving peacefully you could also have a 5-10 minute talk with your boss and tell him about it. <S> It's simply a feedback. <S> If you are not leaving peacefully then you could actually be making it worse for your co-worker. <S> But if the manager has no part in the reasons you are leaving the company you could still have a chat with him. <S> Not knowing the details I would try to follow these guidelines: if I'm leaving because I'm not happy about the workplace <S> then I want to be sure I'm leaving only after having talked to the manager and coming up with no possible solution even with his help. <S> By talking to him I would surely have to mention the good co-worker plus eventually I could evaluate with the manager to provide a written feedback mentioning him. <S> if I'm leaving for a better job or any other similar reason I could leave providing a feedback to the manager. <S> But it's best not to do it in the letter of resignation even in this case. <S> If it's not a large company and the manager knows your co-worker <S> well then you could just tell him. <S> if I'm leaving and the manager is part of the problem <S> then I might want to avoid it. <S> In this case since your co-worker is so good why don't you both move to a better company or make your own start-up? <S> In any case I would definitely go for a "feedback" and not put it in a resignation letter. <S> I hope this helps you in your decision. <A> Sharing that fact in the letter which will only be seen by your manager and HR will not do anything nor that person will even know about it. <S> Do this in person or privately in an email and only to that person.
| While you want to do the acknowledgement in your resignation letter, I suggest that you may want to thank and acknowledge your co-worker in person which is far more appropriate and sincere.
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Is it wrong to prompt for an update on offer letter when I have a deadline with another offer pending? I have two offers, one from Company A for a high salary, and one from Company B, for a lower salary. Company A made me an offer the other week and would like to hear back by today, EOD. Company B recently made me an offer, and it was lower than I had hoped. I asked if there was anything we could do to get it more in-line with my existing offer. I'm more interested in working with Company B. They informed me they'd see what they could do, and would get back to me by the end of day. They are also aware that I have an offer pending, due Today, and have been somewhat dragging out the process. Would it be uncouth to politely prompt Company B for an answer now (mid-day) so I do not miss the cutoff point for Company A? I would hate to have Company A's offer revoked for taking too long, and then have Company B come back with an offer I don't like. Conversely, I worry it reflects poorly on myself (impatient / greedy / insecure) if I were to prompt Company B mid-day when they said they'd get back to me at the end-of-day. Any tips much appreciated! <Q> I would tell them what you wrote here: <S> You are more interested in working with them, but you have another offer on the table and that offer has a deadline, so if they want to hire you then they have to let you know ASAP. <A> Would it be uncouth to politely prompt Company B for an answer now (mid-day) <S> so I do not miss the cutoff point for Company A? <S> No, it's not uncouth at all. <S> You are simply asking if they can speed things up and mentioning that you have another offer for which you need to respond soon. <S> It's honest, simple, and has the benefit of telling them that if they don't act quickly you'll take a better offer. <S> It may or may not work, but it's certainly your best bet. <S> Make sure your mind is clear on exactly what the minimum would be for you to accept so that you'll be ready. <S> And make sure you are clear in your own mind what you will do if Company B is not able to speed things up. <S> A same-day deadline is often hard to meet. <A> I think they will get back to you as soon as possible, but obviously have a hard deadline in mind before you go contact company A, if company B is unresponsive.
| Absolutely it is not uncouth to prompt Company B to find out where they are.
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Unable to visit the head office for an interview due to outrageous B1/B2 wait times, what should I tell the hiring manager? ( NB: Although this question touches on issues of immigration and travel, its pith lies in understanding the way hiring managers and recruiters think, which is why I belive Workplace is the right place to ask it. ) I'm a Russian citizen who used to work in the US but quit his job and moved back to Russia due to urgent family issues I needed to resolve. A few months back I was contacted by another US company that expressed strong interest in hiring me. All of my remote interviews went very well, and I was invited to make a paid trip to their US office for the final round. However, due to the current political situation I was unable to get a short-term travel visa in a reasonable time (currently it takes a whopping 200 days to get a short-term business/travel visa at the Moscow consulate). In other words, if I'm hired, I can get a work visa promptly since I already had it before, yet I can't get an ordinary short-time visa for the interview in a timely manner. After some deliberation, I decided to carefully describe all the options I could think of, and sent a lengthy e-mail to the hiring manager. Two weeks of total silence ensued, followed by a canned response that the opening was no longer available. Fast forward a few months, and yet another US company I'm interested in invites me to interview for them. Once again, I blaze through the phone interviews and get an invitation to visit their main office. Now I need to inform the hiring manager that I won't be able to show up in their office this or next month. I don't want to be discarded with no clear explanation again, hence my question how I should tackle this. The following are the options I'm thinking of proposing: Conducting the final round remotely via video conferencing. (This seems like the most logical option to me, and I'm surprised it did not work the first time.) Me getting a visa in a neighbouring country (which is straining for me, but could significantly reduce the wait time until my visit). Offering to contribute to the open source part of the project for free until my visa is resolved. (This, at least in my mind, should help us establish how well we "click" together.) My questions are: How exactly should I frame my response, and which of these options that I've listed seem most sound? Was there something I did wrong that I was rejected the first time? How likely is it that I was subjected to ethnic profiling and perceived as a sham? ("The guy is from Russia and can't show up in person on a specious sounding pretext, he must be up to no good .") <Q> If I were the hiring manager in this situation, my main worry would be that I offer you a job <S> and then you can't get a work visa, or it takes inconveniently long. <S> You may know for a fact that it's easier for you to get a work visa, but if I'm a US-based manager who doesn't know the practicalities of immigration law, I don't have that same certainty. <S> The current political climate in the USA doesn't help. <S> As you no doubt know, US/Russia relations are complicated at the moment, and the current administration has been running hard on anti-immigration policies. <S> While those are mostly directed at countries other than Russia, it does create additional uncertainty - e.g. I'm aware of various conferences that have been severely disrupted after would-be attendees were unexpectedly refused entry to the USA. <S> Video conferencing/teleworking sound like good options to consider, if your prospective employer is amenable to that. <A> I really don't think companies care if you are a Russian. <S> Businesses do whatever is convenient. <S> If anything, they are likely balking because they may fear you will bail on them to return back to Russia again. <S> Any explanation should include that your trip home was not what you expect again. <A> I can't comment on this site yet <S> so It'll have to be an answer. <S> You say: Me getting a visa in a neighbouring country (which is straining for me, but could significantly reduce the wait time until my visit). <S> I can tell you that from personal experience that is not possible. <S> I recently applied for a U.S. student Visa and while I was at the American consulate (in a Western European country) <S> I couldn't help but overhear this exchange between a Russian citizen and a consular employee. <S> The Russian citizen was visiting to get a Visa, I can't quite remember what Visa it was <S> but I think it was a work Visa. <S> The Russian citizen was saying the same thing you wrote in your question, that getting a U.S. Visa in Moscow takes an enormous amount of time and that for this reason he had traveled to this country to get a Visa faster. <S> Long story short, the consular employee told the Russian citizen <S> that in order to apply for a U.S. Visa you need to be a legal resident of the country in which you apply. <S> For example, if you wanted to apply in Italy for a U.S. Visa you would need to be a resident in Italy, or Italian citizen. <S> Now I can't say for sure if this was an isolated incident or if it's a restriction only for non-EU citizens or only for Russian citizens but make sure you double check before you make a consulate appointment and travel abroad. <S> Best of luck!
| I wouldn't work for free, but see if you can land an easy job working for smaller money, yet hopefully related to your field in the US while you are working out the details for the job you want.
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Future colleague has infantile and vaguely inappropriate websites I have recently been offered a job as a software developer at a small company. I was excited about this position - the colleagues I will be working with all seem clever and motivated, which is what attracted me to the job. I will be joining a small team, which is currently made up of two people, a manager and a recent hire. I was idly searching LinkedIn this evening to get an idea of the background of the recent hire, when I found a very juvenile and inappropriate set of domains run by him. The domains are both named after and contain content related to juvenile but very NSFW content. I have reason to believe that this is not just an old, forgotten domain - the websites appear to have been regularly updated in recent years. This employee (judging by his LinkedIn history) must be about 30 years old. He still uses related usernames on multiple websites, including some that can only have been created in the last few years. I feel as if this is incredibly juvenile and at the very least quite bizarre, and I am no longer sure I want to work with this person. I am concerned that he will bring this immature attitude into the workplace, and at a broader level I am slightly uncomfortable with the level of investment he has made into what is at best a very outdated meme. In such a small team I will not be able to avoid dealing with him on a regular, extended basis. I have several questions that I would like opinions on: Am I overreacting? How should I proceed with the job offer? Given that these websites are entirely personal, should I inform thecompany of it? <Q> What people do in their own spare time is purely their business. <S> None of what you have mentioned is illegal and unless he is bringing this to work with him and plastering photos of it all over his cubicle <S> you shouldn't even acknowledge that you know this side to him. <S> Everyone is entitled to a private life. <A> Not only are you overreacting, you are being unprofessional. <S> If he's not bringing it into the office, then it's none of your business. <S> If you take the job, don't bring it up, or you will learn, VERY QUICKLY <S> one simple fact: <S> HR IS NOT YOUR FRIEND <A> I think you should decline this offer and seek employment elsewhere. <S> And I certainly hope you do not "inform" HR of your discovery in an attempt to try and screw over your former colleague, whom you have never met or been acquainted with, because his hobbies do not align with your morals. <S> I can already tell this will be a very toxic relationship if you were to work with this colleague judging by your demeanor in this post. <S> Please do your manager and colleague a favor and decline the offer. <A> Now that you've established this negative image in your mind even before you've started working with him, it's in your best interests to just seek other opportunities. <S> This will only end up badly for everyone if you decide to continue with it. <S> Your discovery means absolutely nothing to the company, it's a personal project for a reason and by the looks of it <S> , it's not even remotely related to what the company does, nor does he put out company-specific info out on his LinkedIn. <S> It's none of their concern. <S> Just because you don't agree with what someone does outside of work doesn't necessarily mean it'll influence their work. <S> Now you're only looking at one person, but what if you find someone else's private matters to be worse? <S> Best to stay out of someone else's personal business. <S> You're badly overreacting and even attempting to bring someone's personal matters to the company you're not even employed at yet is quite unprofessional. <S> Surely there's some other place out there where your potential colleagues satisfies you on moral grounds, seeing as that's a deal breaker for you.
| I'd advise you not to take the job as your coworker would certainly be the one who would be worse off, having to deal with being spied on and constantly judged.
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Is it unprofessional to contact an employee who left for help? I am a software developer who recently left for a new employer. In my last few weeks I met with a lot of people and did knowledge transfers to help with projects I had worked on that may need work in the future. You can only go over so many things and ultimately some things will be overlooked. Long story short, I was contacted by someone who still works there asking for guidance on an application that I had been involved in. I know I've been in a similar position before where the subject matter expert had left (albeit with no knowledge transfers) and I got a project dumped in my lap. I thought then 'boy, it would be nice if I could just contact them to get a start', but ultimately didn't do that and struggled through it because I thought it would be unprofessional. Is it unprofessional to contact someone who left the company for help? From the other side of the spectrum, is there anything wrong with answering their questions? <Q> It depends on how much help you are asking for. <S> "Do you remember the password for the old version control repository?" is a reasonable request. <S> "Can you come in for the next three weekends for free and help me debug this program?" is not. <S> In general I wouldn't regard simply asking as unprofessional, but you have to be prepared for an answer of "No", because turning you down is not unprofessional either. <A> Is it unprofessional to contact someone who left the company for help? <S> Not at all. <S> I help former coworkers in my professional network all the time. <S> Now, don't be greedy with their time. <S> And be sensitive if they don't wish to help for some reason. <S> From the other side of the spectrum, is there anything wrong with answering their questions? <S> Unless your current employer would object for some reason, there is absolutely nothing wrong with answering questions. <A> When I do consulting work, I include my contact information in the comments in the code in case someone does have questions.}}
| If there is no conflict of interests from either employer, there is nothing unprofessional about it.
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How to persuade company to offer relocation with transfer The Situation My department has undergone radical transformations in the past few years, moving from 9 Regional departments to a set of geo-redundant departments, one in our headquarters on the East Coast, and one in the Southwest. Last year, they closed the last two of the regional offices, and consolidated the work to the two main groups. During the consolidation, they offered relocation packages including a 15% raise and 15k for relocation expenses, they also offered the same package to anyone in the two main groups that wanted to transfer to their corresponding group. I was ineligible at the time of the offer as I had not been in my current position for the pre-requisite year. Why I want this Personal reasons however have made it expedient for us to move however, I currently work in the Western group and commute between 1.5 and 3 hours as I live over 40 miles from our Western headquarters. This year it was also announced that our office would be moving even further away from me. On top of that, management has decided that business needs necessitate a change in our schedules which would make it impossible for me to be home consistently in the evenings, where I am needed with our 3 young kids. In short, we need to move, and soon. We've considered moving closer to our headquarters in the SW, however, it's a more expensive area than where we currently live, and we have family in the city on the East coast that we wouldn't mind being closer to. In short, we need to be closer to work, and while the traffic is terrible on the East Coast, there are reasonable areas that I can afford with what I currently make (even without a cost of living raise). There are also several advantages to this company in terms of experience and benefits that make it hard to find a position with equal compensation elsewhere in my current city. Relocating would also place me closer to the next level in my career as the groups I am interested in moving into in the long-term are still only located on the East Coast and building relationships in those groups is a crucial part of that transition. The response I began putting out feelers through my director and a friend who is in the process of relocating to the East as he is moving from Supervisor in the West to Manager in the East. They reached out and while I wasn't shocked to find that the old offer is no longer available, however I was surprised to find out that there was nothing my department would do in terms of relocation. Going over it this week, it would be a minimum of 8k to relocate our family to the East coast, and this is not something we can take out of pocket as we've focused on paying off debts this year. At this point I feel frustrated with the lack of support from my department, and the reasoning that "relocation is only given to management" frankly pisses me off. This has not always been the case, not only recently with the transformation, but historically these types of moves have been supported. Points in my favor There has been high turnover associated with the transformation Our central office was staffed before with salaried specialists who handled platform specific functions, and those roles are now being moved to more specialized groups of which we are not a part of The majority of those who took relocation packages from our regional offices have left to do bigger and better things closer to home The East is short of fully functioning staff, especially in the areas where I am highly trained. By the numbers, I am one of the highest performing engineers across both departments, both in quantity of work and quality I have permission to approach management in the East from my current group, I am trying to put this as an advantage to them, without it appear as if they are doing a favor for me, if possible I would like to be offered relocation and a raise. How can I best present this with the information given? <Q> Welcome new user! <S> To this end the ONLY way to achieve your goal is: seek and achieve an alternate new job offer. <S> Then you can honestly say to them "I would like X or I will leave to company C. <S> " <S> Unlike in movies, there's no "bluffing!" or "cleverness!" <S> in negotiations. <S> Either you can walk or not. <S> Good luck! <A> You want this to be a win on both sides - you and the Eastern managers. <S> You'd like to relocate. <S> They'd like to have you. <S> (Don't be shy about reminding them why.) <S> Tell them that you can't afford the relocation expenses to make that happen. <S> You can mention the earlier offer. <S> It's over, but if it was a good idea then it's probably still a good idea. <S> You do want to tell them that you want to work there, because that makes you a more valuable employee. <S> Don't worry about it looking like a favor to you, because it's a favor to them also. <S> Then you can let them figure out how to finance your relocation. <S> They've got authority, and they have incentive to figure out how to do that. <S> Your department in the West has no incentive to pay you to go away. <S> Don't threaten to quit. <S> You don't want to sound disgruntled, and it isn't necessary. <S> You're dealing with people who want you out East. <A> Relocation Reimbursement is much more common. <S> As a more junior employee, it's unlikely you will qualify for a relocation bonus - at worst, they could potentially see it as you being greedy. <S> However, relocation reimbursement is perfectly understandable. <S> Without listing costs, list different items that will specifically increase the cost - Family, Moving Costs, Transportation, etc - and tell them that you will need reimbursement to keep it as a "viable option". <S> You never want to say "I'll leave", but you have to insinuate that you want to stay, but that you may not be able to without the reimbursement. <S> However, you may need to come to the realization that you may need to walk away. <S> Many times when a company firmly says "No", they stubbornly stick to it, in order to seem authoritative. <S> It may be time for you to move on to a new job, but certainly give it one last try for reimbursement.
| In requesting relocation reimbursement, notify them that you simply don't see how you will be able to afford the relocation without it. The one and only secret to negotiation is: you must be prepared to walk away. There are two types of relocation: Relocation Reimbursement, and Relocation Bonus.
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Is it appropriate that my boss asks my teammate to validate my data work, and CC's me on the email instead of addressing it verbally? My supervisor requested that my teammate does a quick validation on my work. He didn't ask me to explain my logic or even talk to me verbally about my teammate and I validating it together. Instead, he sends an email, with the project sponsor CC'd to have the other analyst validate the numbers. It feels very disrespectful to me. I am not in training, and the project sponsor is not in a department the other analyst is familiar with; so I don't think he can develop a full picture. Is this normal? <Q> This is called getting peer review. <S> It is very normal. <S> I would never send anything to my boss without a peer review attached. <S> This isn't about you being right or wrong, its about having more than one person look at it. <S> Peer reviews are pretty much an industry standard. <A> Code reviews are for making sure shop standards are maintained, and nobody needs your permission for verifying that your work is not damaging the company. <S> Your work does not belong to you, it belongs to the company and they do not have to appease you to ensure that everything is working properly any more than an automobile factory worker needs to be notified when they test the cars before they go out. <S> I've been coding for over 20 years and my code is verified by my peers. <S> If you cop an attitude over this, you'll find you've made a career limiting move. <S> You're not being disrespected, you're being held to an industry standard. <S> If you've never come across this before, then you're likely junior enough so that this should be a very regular thing. <S> It is not disrespect or punishment, it is what is to be expected, nothing more, nothing less. <A> Other have answered that this is a standard practice. <S> But, evidently, it was not a standard practice for you, nor you have been notified whether that is the process. <S> For your own sanity, you deserve an explanation. <S> Don't assume malice, but ask your manager something like: <S> Hi, I wonder if that's standard practice of peer-review, or you think my work need check? <S> Also it might be useful to show that you can be proactive and willing to help your manager: <S> Should I schedule these check myself in the future, so you don't have to waste your time on emails? <S> This way you'll do few things: <S> hopefully get more comfortable, since now you will understand situation and process take initiative in your own hands, which is always appreciated get clearer picture of expectations. <S> After all, maybe this is a process all new hires go through, and in 4 months you'll be on your own (i assume you are relatively new to the org) <S> As Joel Spolsky wrote , people are happy when they control their environment. <S> Get more control by clearing this out, not by blindly assuming that this is OK.
| That's pretty standard for the industry.
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HR employee sent me code test but not know open .c file. Serious problems? In 2017 I applied for an iOS programmer position with a company, they sent a code test and a survey about different IT technology (most not relate direct with iOS). The code test had three questions like below and stated that any programming language could be used and requested I send the source code for my answers. The Test questions (I forget the exact numbers in the questions but that's not really important): Calculate element 35 of Fibonacci series start with 0; 1;… Create program for print all node of binary tree at depth n Calculate number of all possible dice roll pattern for game have 705 exact steps, game use 1 dice have 6 sides Two days after I finish and send my answers, they reply to me that they do not know how open the code files (I send .c files) and want PDF file instead. I was surprised that a software company that hires programmers did not know how to use text editor or word processor for opening the source code files? But sent the PDF anyway as requested. Does this indicate that the company has serious issues? <Q> It's a bit silly, but not necessarily indicative of the overall quality of the company. <S> Perhaps this company doesn't hire a lot of programmers, or the person was new. <S> You can discuss <S> "what was that PDF thing about? <S> " if you get to the interview stage, but personally I would just leave it. <A> The quality of the HR people has very little to do with the quality of the company. <S> The HR person probably had no idea what they were looking at. <S> Yes, you know more about using computers than some HR person. <S> I would hope so because you are looking for a software job. <S> In cases like that, you give them what they want so they can pass it to the manager. <S> HR generally is of limited value <S> but they are gate keepers. <S> You have to get past them to get to somebody that actually makes the decision. <S> Now, if the hiring manager does not know what to do with a C file, I would think twice about working there. <S> If management knows their limitations and is willing to listen to people that know more than them in the software area, it could be fine. <S> It could also be particularly unpleasant if they think they know everything or dismiss software as something to pass off to lowly, disposable computer people. <A> I would probably just print the whole lot out to a PDF, and send that. <S> Follow up with a call or an email. <S> Maybe HR can use the PDF file and the hiring manager can use the .c files you have already sent them. <S> If you get an interview, take a printed copy with you in case you have to refer to it.
| You probably dealt with a HR employee who wanted to print out the candidates CVs and code to discuss and select in a meeting with the manager and/or tech lead, or something like that.
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Is it frowned upon to quit a second successive job after only a short amount of time in both positions? In my career so far, I have had three jobs. My first position, I was a data analyst for a software house. My second position, I was a software developer for another software house, but I stayed for a brief time. For my current position, I was hired as a developer for a non-software house. I have been there for just over three months. I am not sure whether I am enjoying this, and wondering whether I'm cut out to be a developer. My experience level as a software developer is minimal, I self taught myself during my time as a data analyst. <Q> Put simply: yes, it would be a major concern for anyone hiring you as a software developer. <S> Being somewhat blunt, it looks like you don't have the skills to be a successful software developer. <S> If your CV comes onto my desk, I'd probably reject it if you were applying to be a software developer . <S> On the other hand, if you were applying to be a data analyst, you can relatively easily explain away those two jobs: <S> I thought I was interested in moving into a software development role, but I now realise that I'm not, so I'm looking for a data analyst job. <S> That says to me "they made a mistake, they realise they've made a mistake <S> and they're now fixing it". <S> That's OK, particularly for someone just starting out on their career. <A> Is it frown upon to quit a second successive job after only a short amount of time in both positions? <S> Either you can't get on with the people <S> Can't do the work <S> Can't commit 3 times in two years is a red flag for an employer. <A> Yes. <S> Consider the perspective of the hiring company. <S> You have a vacant position that you need filled. <S> To fill it, you need to advertise. <S> You need to read CVs, interview people, and after they're hired, train them. <S> All these things take time (and by extension, money). <S> It should be clear therefore that as much as possible, you don't want to have to hire. <S> You want the people you hire to stay until they retire. <S> If an applicant jumps between jobs, it's a red flag that in a few months' time she might leave too, and then you'd be right back where you started. <S> What's the point then? <S> You'd much rather higher someone who's genuinely interested in working for you and will stay on for longer. <S> If you must quit, do so quickly during the probation period. <S> You can argue then that the job wasn't a good fit for you - that, after all, is why a probation period exists. <A> I was originally largely self-taught - just a couple of short non-credit programming courses. <S> A few months into my career <S> I did not know enough to run a project. <S> I worked at the tasks I was assigned, and meanwhile studied for a master's degree in computer science in the evenings, and a few years later I knew more. <S> If you do want a software development career I suggest a similar strategy. <S> Your current employer seems to have work available that I would expect someone self-taught with only a few months experience to be able to do well. <S> Meanwhile, see what you can do to improve your programming education. <S> If you don't want to be a software developer, the prior answer suggests a good approach.
| Yes it is, it doesn't show anything positive, all the connotations are negative.
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Is my unrelated Master's degree worth anything if I want to get into software development? I completed my MS in Geochemistry from a recognized university in Canada. I have been working in my field for the past year, and in short, I really don't enjoy what I do. I am now trying to evaluate my options. I was in Computer Science in undergrad but I dropped out because I felt it wasn't for me. A few months ago, however, I picked up coding again after my friend (who thought I graduated with a CS degree) contacted me to apply to a software engineering position at his company. I told him my situation and he encouraged me to build a very solid portfolio, and that my Master's wouldn't be viewed as completely useless to an employer. Specifically, I would like to know whether a Master's degree in a physical science field would count towards anything when evaluating my credentials for a software development position... Or is it basically the equivalence of having no degree? Many thanks <Q> I’m a senior software engineer, and I’ve been involved in the hiring of several web developers. <S> I also have an unusual academic background (a bachelors in English Literature). <S> So let me give you my perspective. <S> A master’s degree in geochemistry is not worth a computer science degree. <S> Your masters tells me that you are intelligent, analytical, can research problems independently and have a good work ethic. <S> This is good; software engineering is a research role that sometimes requires enormous reserves of patience. <S> However, I also need candidates to possess at least what I’d call the “core” technical knowledge for their role. <S> This is nonnegotiable. <S> I cannot spend two years training you how computers work. <S> The good news is, you don’t have to learn these skills at university. <S> But you will need some way to prove your skills. <S> As your friend says, the best way to do this is to build a portfolio of work. <S> A bigger issue may be you dropping out of computer science at undergrad. <S> Prepare a good explanation for this: “it wasn’t right for me” won’t be enough. <S> If I’m taking a gamble on someone with a non traditional background I need solid evidence that you’re committed to this path. <S> What if you finally become a programmer and then a year in decide it “isn’t for you” again? <S> At this stage, I would spend a few months building more personal projects, and trying to find a role as a tester or another non-programming role in a tech company. <S> You never know: there might be other jobs in tech that inspire you, like QA, systems administration or UX design. <S> Finally, a word of warning: it can be difficult even for computer science graduates to acquire junior developer roles right now. <S> In the UK at least, comsci grads have the highest unemployment rate after six months of all university subjects. <S> You can certainly do this - <S> I did - <S> but it took time, effort and several rejections. <S> So prepare yourself for a long-haul. <A> Adding to Jimmy's answer, there are also software jobs that require domain knowledge specific to geochemistry. <S> Not all software development is "web development" or "app development"; there is a lot of business and scientific software that requires domain knowledge outside of knowing how to program a computer. <S> A quick internet search shows there are various companies that focus on geochemistry software. <S> These kind of jobs are rarer than generic "web developer" kind of jobs, but probably also more interesting and better paid, and chances are there are a at least a few that are interested in hiring a software developer with a geochemistry background. <S> There are also jobs to be found in overlapping fields, such as geography, chemistry, etc. <S> where a geochemistry degree would probably be helpful. <S> The above applies to many degrees, not just geochemistry or even science. <A> My 2 cents from my 10 years as a programmer: for the types of software jobs that focus more on understanding and using existing technologies by reading corresponding tech docs, sometimes even a CS degree is not required, because the domain knowledges aren’t taught in schools and they varies a lot from each other or different versions. <S> One example of such position from top of my mind is DevOps, who have to read how to set up different types servers and make sure they can be wired up with each other. <S> So I think a master degree of any fields wont affect too much if apply for these positions, instead hands on experiences matters more. <A> IMHO, if you are applying for big companies like google and FB, 2 factors come into play: first is the competition is fierce so the tests are difficult and timed so they do require very good understanding and familiarity about CS basics like data structure and algorithms, secondly, however, nowadays companies are also aware that diversity in workforce are indeed good for them from different aspects, so such big companies definitely would consider non-CS candidate, but after the first chat with the recruiter, you will be given the same tests as other CS candidates. <S> So, I’d say you have better chances from startups, and definitely study as hard as you can if you want to try big companies.
| Personal projects are useful; another approach is to find a para-technical job like QA testing and use it as a springboard into the industry. But it is not worth nothing, and is obviously more valuable than a non-comsci bachelors. Many developers are self taught; in fact some of the best programmers I know don’t even have degrees.
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How should I tell a customer about typographic mistakes? I am working at a company which sends millions of SMS for all sorts of customers. Many banks are among them. For some customers, we have stored message templates in our database. Every once in a while, the customer contacts us and asks to modify some of their templates. These templates come in several languages. As one of them is my mother tongue, I often realise that there are typographic or grammatical mistakes in those texts. At my company, I am currently the only one who cares for those messages whenever the customer asks for a modification. Although it is none of my business, I feel that I may tell them. So, my question is: Should I address this at all? If, what is the best way to address it via e-mail? <Q> As you mention there is no urgency and you have a direct contact with the sender, I would suggest coming back to them with something like that : <S> Dear client, I've received your request and implemented the changes in ourdatabase. <S> However, It's come to my attention that in the template Ireceived <S> , you wrote the word 'FouBare'. <S> Maybe you meant to write'FooBar' ? <S> Please tell me if you would like to make modifications orpublish the message as-is. <S> If you do so, you'd have to be sure you are correct, and that the client is not in fact using obscure or technical vocabulary that would be grammatically correct nonetheless. <S> Note : <S> That way, you have an email trail and the client has to directly approve the final modifications. <A> Should I address this at all? <S> If, what is the best way to tell it via e-mail? <S> Quality is everyone's responsibility. <S> So yes, you should try to find a way to address the quality issues you see. <S> And preventing an error is almost always preferred over discovering an issue in production. <S> Talk to your manager, or the project manager, or whoever is responsible for owning the client relationship. <S> Mention that you occasionally see issues in some of the templates, and ask how you could best convey the issues you are seeing so that they are corrected before being sent. <S> In some companies, a bug report would be appropriate. <S> In a few companies, they would want you to respond directly to the client. <S> Just ignoring an obviously incorrect template isn't helping anyone. <A> Where I work, our systems are responsible for producing printed output and emails. <S> I speak both English and French (both of Canada's national languages). <S> The client is supposed have all of their content reviewed and translated appropriately. <S> The actual content itself is not our concern. <S> When you start doing these types of services for clients, they come to expect it and before you know it, you will be the final line of defense against spelling mistakes. <S> Not to mention, if anything goes wrong with your interpretation of the correction, your company will be the one on the hook. <S> The reason we are told to leave it alone is because if we recommend a change, we become liable for any fall out that is causes. <S> Feel free to tell your team leader, but that's as high as I would go with it. <S> If your team leader wants to assume the risk, or welcome the extra work, that's on them. <A> Do your company charge for text verification? <S> If not then it's not your problem and not you responsibility <S> and you would be doing somebody else job for free (for example the translation agency that get paid for that)If <S> yes then it's the corrector job. <S> You can just let your company know that there is a profit to be made by offering text check for customers.
| In other companies, a quick note to your company's client support person would be appropriate. Even if you see common typos or very elementary mistakes, I would always come back to the client with the suggested corrections before putting them in the database. When we see an error we are instructed to leave it alone.
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Travelling with a friend or relative on a business meeting to foreign country? I have a face to face interview with a company in a foreign country. The company will provide me with flight tickets, airport transportation, visa fees, hotels and meals for one day interview and 2 days extra, to explore the country(Thailand). Is it professional to take your mother along (at my own expenses) and explore the country with her for the next 2 days or extend the period of stay(at my own expense)? Should I inform the recruiter beforehand about a person being accompanied? How can I professionally approach the HR, to book the return flight ticket of an extended date and inform her that I would be accompanying somebody with me, all the extra expenses would be paid by me? <Q> Is it professional to take your mother along (at my own expenses) and explore the country with her for the next 2 days or extend the period of stay(at my own expense)? <S> Should I inform the recruiter beforehand about a person being accompanied? <S> This is a bit tricky. <S> While it's perfectly reasonable to want to use the trip for multiple reasons, you never want it to come across as an "I need my mom with me" situation. <S> Your focus needs to be solely on showing your potential employer what a great employee you would be, and convincing them to make you an offer. <S> Dividing your attention could be less than optimal. <S> They are arranging to see you and have provided the means to do so. <S> They aren't your family's travel agent. <S> If you decide to double up on the trip, do all the work on your own and don't even tell them about your mother. <S> But you would be better served to take her with you on a trip completely separate from your interviews. <A> What is generally appropriate is having someone join you for an extended stay after all your pre-arranged activities are complete. <S> Having your mother around during the critical portion (not clear to me if this is your plan) is less appropriate. <S> It is hard to answer generally, if someone has specific knowledge of Thai business culture they may have more insight on how this might be viewed. <S> However, in regards to The two days of socializing, if they have any company employees join you it may be an informal part of the interview and critical bonding time with your future team, if it appears that way I would delay all your vacation plans until after that period and arrange for your mother to arrive from that point on. <S> However, Since the company arranges travel, you unfortunately must deal with them on at least one issue, but you may make this very specific. <S> Departure flight <S> To minimize your interaction it is easy to explain an "extended stay" or opt to fund your own flight. <S> Otherwise you will need to request more adjustment, even if you plan to pay for everything this may be uncomfortable or confusing interaction <A> Having a person join you on your trip is not unusual. <S> The key is to make it painless for the company, and not cost them any extra money or time. <S> If you aren't changing the departure date they don't have to know. <S> One thing to consider could be the size of the room. <S> If the hotel room only has a single bed, then you will need an extra room. <S> If you are extending the trip beyond the two days they give you for sightseeing <S> The important thing is to change the departure flight yourself. <S> Because they are willing to pay for two extra nights in the hotel, you should have the bill generated after the two extra days so that they don't see the rest of your stay. <S> Many hotels can do this without any problem. <S> If you are concerned that the two days will not be free, then ask them. <S> Tell them that you were interested in going to city <S> x <S> (a few hours away) and would like to know if there are any obligations you have to meet on those two days. <S> Or tell them you are meeting a friend. <S> If they say there are no meetings, but then they fill those two days with meetings they have given a big sign about how they view work/life balance. <A> How can I professionally approach the HR <S> It's best not to involve them at all. <S> Instead organise everything around their booking. <S> So long as they have notice they can get their money back on the flight home, or you can change the flight if you want, there may be an added expense, but these things are both transparent and easy to accomplish. <S> It will be under your name. <S> If I'm going on a holiday <S> I do not expect anyone to cover my expenses or go to any trouble over my holiday. <S> So in your situation I would accept whatever is given and if need be pay my own fare home rather than bother them with it. <S> The implication otherwise is that if they send you on a business trip you will treat it as a holiday for your family instead of concentrating solely on their needs.
| And you don't want to burden your potential employer with your mother's needs either. This trip is about business, not pleasure. The person you are traveling with should either meet you after the interview day or be comfortable being on their own. If there are days at the start or the end for you to explore the area, it is fine to do so with this extra person. You don't have to tell them.
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How to Prioritize General Maintenance tasks when new tasks are always highest priority I work in a small company that is expanding quickly, as a result there are many high priority assignments that come up with very quick turn around. I can't complain about the assignments, they have very good visibility, I get the resources to address them how I think is right, there is generally enough time to address them, and I am not penalized for triaging tasks that cannot be accomplished in parallel. Most imporantly, it fits my working style, but they consume 100% of my time. There are lowest priority general maintenance tasks that require my attention and are related to my work. For example development infrastructure maintenance, regular technical review, and addressing technical debt (bug burndown) that are being triaged away, always At this juncture it is starting to effect my productivity because usually a delayed maintenance task that becomes a gating issue for a high priority task means high priority maintenance. Or I am spending my personal free time doing these background tasks. More troubling, however, are mistakes due to this maintenance debt has caused errors that require a lot of time to fix. In addition to communicating the issues to the management team, what steps can I take to manage or incorporate the regular low priority tasks into a work day that is interrupted by high priority tasks? <Q> You're facing "code debt". <S> This is the very nature of software engineering. <S> Every software project, and every software engineer faces this, continually. <S> It is the central nature of the industry, the science, the art, the technology of software. <S> In spite of trillions of dollars being spent over the 20 years of modern software on trying to solve this problem, there is no solution . <S> (There have been lots of hilarious attempts, which have amounted to: nothing.) <S> That's it. <S> All you can do is (1) constantly explain that you need another staff member (2) juggle and balance {Noting though that 1 is pointless. <S> It would be like stating "breathe". <S> Every single software team, group, enterprise, individual, constantly, 24/7/265/60/60, has the overwhelming problem that they are desperately short-staffed. <S> So it' utterly pointless bringing this to the attention of your management.} <S> Really this question should be migrated to "software engineering", I think. <A> This is also an issue that needs to be measured, and discussed with project management. <S> Keep a record of what you do each day – what requests come in, and how you spend your time. <S> (Project Management software, including the ubiquitous Microsoft Project, is extremely helpful.) <S> I use a simple time-keeping application which runs on my desktop all the time. <S> I also use it to keep a "running log" for each project which I update throughout each day. <S> I'll stress the importance of gathering measurable data, because these data will not reflect "what you thought or remembered them to be. <S> " <S> Your present experiences obviously represent technical risk to your employer and to the projects that you are responsible for, and these risks need to be objectively and continuously measured so that project management and senior management can objectively determine where the risks are, how serious they are, and what ought be done about them. <S> (Really, <S> all of your co-workers should be doing the same thing. <S> It takes a little practice to get used to it ... <S> but the insights are priceless, and usually a surprise.) <A> Face it, you don't have time for analytics, presentations and long business meetings about this. <S> Stuff just needs to get done and you need time to do it. <S> If management can't get their head around that then all hope is lost. <S> I used to be in the same situation. <S> And getting out of it requires you to start playing the senior developer/management cardgame. <S> Make a 4 week schedule for days and half days dedicated to each of your tasks. <S> This is your budget of hours that will be spent on those tasks. <S> Make it clear that critical bugs are only the ones that completely take away a key functionality and cant be delayed. <S> Only these 'real' critical bugs can move the schedule but you are still going to use that budgetted time before the end of the month if you need it. <S> Only spent over time on critical bugs and tasks that can't be done during working hours. <S> Nothing will go into personal time without pay, don't let them take advantage of you.
| Gather how much time per week or month you need to do for certain tasks.
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Applying for a job I don't really want, at a company I like as an "in"? I recently (a couple of weeks ago) sent a speculative application to a company I like, asking about a role I'd love to work in. It's a locally founded coffee company that's soon to expand to nearby cities, and I applied for work in the roastery. I haven't heard anything from that application in the past couple of weeks. Since then, I've found that the same company is advertising a front-of-house role in one of their cafés, which I'm not really interested in (due to working hours, and a disinclination to return to customer service work) but think I'd have a good chance of getting the job due to past experience in a similar role. What would be the 'pros' and 'cons' of applying for the café job, just to get an 'in' with the company? <Q> If you're capable of doing the alternate role and prepared to do that role for a reasonable period of time (say at least 12 months) despite it not being your primary interest <S> then I'd say it's acceptable. <S> As with anything there are pros and cons to this strategy though: Pros <S> You get an opportunity to demonstrate your work ethic to the company <S> You get an opportunity to make useful contacts within the company to potentially aid in transitioning later Cons <S> If the alternate role is too far removed from the ideal one you may be harming your employ-ability for that <S> If you're too good at the alternate role they may resist "losing" you to the preferred one! <A> Opinionated answer: don't . <S> Even if it's in a company you (think you'd) <S> like, <S> you don't want to bother doing a job you don't like . <S> It's not (only) about "life is short", <S> etc. <S> Doing a job you really like makes you more motivated, more passionate — <S> so more productive and, in the end, better at it than for a job you might be qualified for <S> but you don't like. <S> * <S> You will be happier too. <S> Enjoying waking up and going to work every morning is an incredible feeling I wish you'll experience. <S> I've done both : a job I was suited for with low motivation and poor management, and a job I wasn't suited for but that I'm passionate about. <S> For getting the latter, I had to accept being back an intern for a few months… after I had completed my PhD (would this mean something): <S> I don't regret this decision at all. <S> * <S> I'm here not comparing in absolute value "you in a job you're trained for but <S> don't like" vs. <S> "you in a job <S> you like but know nothing about" . <S> I'm comparing "you in a job you like" vs. <S> "another guy as skilled/knowledgeable as you at the same job but without motivation" . <A> What would be the 'pros' and 'cons' of applying for the café job, just to get an 'in' with the company? <S> Excellent answers already <S> , I just want to add to the cons and mention something that seems to have been missed. <S> Cons first. <S> People do move sideways in companies but usually in fields where they have proven an ability to change roles. <S> Whereas you're not even in the same building or interacting with the people it would be valuable to in terms of changing roles. <S> A huge con is that it's not a job you want to do. <S> This can lead to frustration, apathetic work ethic and all manner of negatives with nothing except a nebulous 'in' to offset it. <S> But by far the biggest con is the waste of time and effort, because there are better ways. <S> You would be better off gaining relevant experience in something related to the role you want. <S> Lastly your idea of an 'in' has issues. <S> There are two types of 'in' that are widely used and useful for what you want. <S> You network with the people you would be working with and impress them as someone they'd like to work with and someone who could do the work. <S> Not particularly hard if you're in close proximity. <S> This is the grass roots referral. <S> Secondly you demonstrate competence to management and come in through that avenue. <S> This is trickier and may include some shameless 'yes man' stuff. <S> But it's widely used. <S> Just working for the same company as the role you want is nowhere near as good an 'in'.
| The job you want may never eventuate, and the 'in' is unrelated and of dubious worth if any at all.
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Contacting a sick employee to ask for confirmation on an event I am interested in whether (and if yes, how?) you would go about contacting an employee on sick leave in this very specific situation: There are three people involved: CEO Carl, Manager Mike and Employee Eric. Eric calls in sick on Monday. Mike and Carl have good reason to believe Eric is not really sick but rather venting off anger originating from a dispute with Carl. Eric is scheduled to attend a conference on Tuesday. Eric did not mention whether he'll be back on Tuesday to attend the conference. So Carl and Mike have to assume that he'll not attend and thus have a conference ticket to spare. Before Carl and Mike give the conference ticket to someone else: do they contact Eric to find out whether he'll be attending the conference? Note that this conference is one of the yearly highlights for Eric; Mike is aware of that. Specifically in German legislation: how would they have to phrase the question so that they don't get in conflict with the law? <Q> So Carl and Mike have to assume that he'll not attend and thus have a conference ticket to spare. <S> Don't assume, ask . <S> Eric already called in sick, so try contacting him by that same mean. <S> Now, being written or spoken, try something in the lines of: Hello Eric. <S> Sorry to hear you feel sick, I hope you get well soon. <S> Just remember that tomorrow is the conference, so tell us if you don't think you will make it. <A> Specifically in German legislation: how would they have to phrase the question so that they don't get in conflict with the law? <S> There is no problem with the law no matter how you phrase it. <S> Even a direct "I don't believe you are sick, please bring your doctor's note on Tuesday" would not break any law (assuming the employee has a contract that requires him to bring a note or you have sufficient indication that he might be faking it). <S> For any non-German reading this, please remember Germany has no concept of "sick day allowance". <S> You are sick when a doctor says you're sick. <S> Going to the doctor and getting such a note is free (well, already included in your mandatory health insurance). <S> And the employer is allowed to ask for proof in form of a doctors note, most put it into their contracts. <S> Please note that "strictly speaking not illegal" might not be the level you want to communicate with employees. <S> Personally, I would feel very offended if someone thought I'd be faking it. <S> So being nice and respectful certainly does not hurt. <S> You may also not want to disturb a sick employee by anything intrusive like a phone call. <S> This is not an emergency, neither for the company nor for him. <S> Send him a message, maybe EMail or SMS if you have his cell number. <S> I will shamelessly plagiarize the existing answer and modify it a bit: Hello Eric. <S> Sorry to hear you feel sick, I hope you get well soon. <S> Tomorrow is the conference. <S> If you cannot make it, we need to send a replacement and they need to know before they leave the office today at 16:30. <S> So please contact us before 16:30, otherwise we will have to send somebody in your place. <S> The point here is to set a clean limit. <S> It's not arbitrary, it's a deadline for the business requirement that the trip has to be scheduled and the person needs to plan for the following day. <S> But it leaves no room for interpretation what happens if the employee does not communicate (because if they are sick and maybe went to bed or took a lot of painkillers, not communicating would be the default). <A> IANAL <S> but I have legal training in employee laws of Germany <S> (I am a German). <S> This is not legal advise. <S> Nothing in the law prevents you from contacting a sick employee. <S> What you cannot do is ask him to perform any work, no matter if it takes five minutes. <S> So you can ask him about tomorrow, but you can't ask him to, e.g. update his booking details in the travel system. <S> If the employee went to doctor to get a Krankschreibung (official "Arbeitsunfähigkeitsbescheinigung"), that paper should detail how long the doctor considers him sick. <S> Since this is normal information supplied upon sick leave, you are free to ask it. <S> Something along the lines of : Can you already say if you will be sick tomorrow as well? <S> As you know the XYZ conference is tomorrow and we need to decide upon the ticket. <S> Your other option, depending on any travel that might be required, is to simply give the ticket to someone else on the condition that if Eric shows up tomorrow, he should get it back. <S> One last note: <S> If you have doubts, you can ask for the above mentioned paper from a doctor. <A> IANAL and I am not German. <S> If Mike and/or Carl have Eric's contact information, then they could just call him and ask: "Hey, we heard you're sick, are you going to make it to the conference?" <S> Using company-usual contact methods (company email, internal chat, etc) is preferable if it is reasonable to believe that Eric will access those things while sick. <S> If Carl and Mike make a reasonable effort to contact Eric, and there is no response, then (imo) <S> Carl and Mike can give away Eric's ticket. <S> But first Carl and Mike should make their best good-faith effort to contact Eric to check if his illness is going to take him out of commission the day of the conference (sometimes you just don't feel well one day and want to skip work but are not actually "sick"; just because Eric comes in the next day perfectly healthy does not mean he lied about taking a sick day). <A> Why bother asking the question? <S> This is a win-win situation, either he is sick and they are being nice, or he isn’t and they aren’t. <S> Either way, he gets what he deserves. <S> If Eric wants to go more than he wants to cause problems, he can insist that he will be able to work and attend the conference.
| Consider giving him a call in case there is a chance he won't see his email. In my estimation, the "we heard that" does not violate privacy laws; if a person is away from the office on unscheduled vacation, the common thing to hear (at least in my experience) is that the person is sick. Any way you look at it, no questions. If a doctor confirms that Eric is sick, there is nothing you can do about it. Whether or not you believe Eric is faking it or not has absolutely no legal impact whatsoever. They should call him and tell him to take tomorrow off (with pay and without impacting any annual or sick leave) and tell him that the ticket to the conference will be given to someone else.
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Talking about accepted offer during a job interview I accepted an offer and after that got an interview opportunity from my dream company. In the interview they had asked me if I have deadlines coming up. I informed them that I had to accept another offer since the deadline was before they invited me to the interview. Will this create a negative opinion with interviewer or HR? Will the decision of considering me for next rounds be affected? In the offer letter it has been mentioned that the employment is at will and can be terminated any time by both the parties. <Q> Will this create a negative opinion with interviewer or HR? <S> Hard to tell for sure, <S> but I am certain <S> they won't be too happy to hear you already accepted an offer and still came to the interview . <S> If you have already accepted an offer for a job, the correct thing would have been to decline the invitation to interview . <S> This would have saved them (and you) the time of interviewing a candidate that already accepted another offer. <S> Will the decision of considering me for next rounds be affected? <S> Surely. <S> I doubt that any recruiter would want to schedule time with a candidate that is already "taken", as they could focus on others that are available. <A> How things go is different at every company, in every industry, with every person, so there is no definite answer except from the hiring manager in question. <S> Part of my job is recruiting software developers. <S> If I would get a candidate that said to me that they had just accepted an offer for Facebook but actually really really wanted to work for me, and I have the feeling from the rest of the interview that that is really true, I don't care the already accepted offer. <S> It would be your own issue to solve that with the other company. <S> I don't see why some answers mention that recruitment managers would like to select an "available" candidate. <S> If you are willing to let go the other offer and work for them, you are an available candidate. <A> Will this create a negative opinion with interviewer or HR? <S> You basically told them that you are willing to go back on your word with your employer. <S> In many interviewers', HR reps', and potential employers' minds that will certainly create a negative opinion. <S> Will the decision of considering me for next rounds be affected? <S> You will need to wait and see if that is the case. <S> In many cases you'd be dropped from consideration immediately. <S> Maybe you'll be lucky.
| Most likely you will no longer be considered for the job, as you explicitly told them you already accepted another offer in another company.
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Would changing my job title on my resume make me fail my background check for a bank? I would like to change my job title on my resume from something like "Business Analyst" to "Product Manager" (sorry cannot give exact details).All other details are correct - Name of organisation, duration, educational qualifications etc. All my experiences were gained abroad. However, would changing my job title on my resume make me fail an employment background check for a bank in Canada? Edit: For the background check, do they usually send another form to complete and would it be a good idea to correct it at that point? <Q> It's from like Business Analyst to Project Manager <S> If you were changing the title from "Computer Programmer" to "Software Developer", then that's ok because you're not implying there's a change in role <S> - you're simply updating the terminology to be more modern. <S> But in your example, you're changing your role to be something else. <S> A Business Analyst is different to a Project Manager. <S> Similar, but different. <S> In my own business, we have people in both roles. <S> If you're changing your job title in your resume, expect that your prospective employer will find out about this when they seek your references. <S> If you say you were a Project Manager and turn out not to have been one, then you can probably see where your application is going to go. <S> You can update/refine your role, but you shouldn't change it. <A> However, would changing my job title on my resume <S> make me fail an employment background check for a bank in Canada? <S> Depends on what "fail" means. <S> (I don't think background checks are pass/fail.) <S> Imagine someone conducting the background check calls a reference and says "So Aeduek says they were a Product Manager at your organization?". <S> And the reference says "Hmm, that's odd. <S> I'm pretty sure they were a Business Analyst." <S> It wouldn't be much of a stretch to imagine that could be interpreted as a deliberate lie, and cause some concern. <S> Better to state your real title and use bullet points to describe the nature of the actual job so that it sounds more like a Product Manager if that's the way it actually was. <A> I think this is ok. <S> Background checks are normally with HR, and normally confirm/deny your presence in the company, not your skills etc. <S> The background check form is also a different form - you have to fill it in separately, so you can list "business analyst" there if you like. <S> Nobody ever really checks the results of these things (as long as it's all ok), and BA/PM are relatively similar titles anyway, as the skill sets required are similar.
| Putting it in your resume as "PM" is fine, I'm assuming that in your work you actually did work that was PM related (ie you're just changing the title to reflect what you actually did to get past the various HR screens, as opposed to inventing work you did). For this kind of change, this is a "No".
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What point does company's generosity during the interview process have? I've applied for a job with a startup - young but, judging by the number of job ads published, quickly growing company. They invited me to an interview, paid me a flight in first-class, a really good hotel and booked me a chauffeur. I'm not kidding. That's absolutely untypical in my country, especially given that I'm not applying for a job on a C-level. I've applied with big wealthy corporations before but even they weren't so generous, they weren't even close. My skills are ok I guess, but it's not like I'm the only person in the country having them. What are the reasons for this generosity? I can think of the following explanations: the company wants to show how generous they are so that I accept a lower salary than the salary expectations I gave them with a promise that I will get a raise quickly the company hasn't learned yet to be careful with money and is doomed What point does a company's generosity during the interview process have? // Update // I attended the interview and got an offer. It was one of these we-are-all-one-family-companies that expect you to have no life outside of work and identify with the company 100% - making company seem generous can help with that I guess. They stressed that they get free coffee and some (tiny) benefits other companies don't cover, but... The company expected their employees to work 12+ h/ day (which isn't even legal in my country)! And the salary offered didn't reflect the work times at all. Basically, it was what I expected it to be. <Q> The usual reason for being generous during a job interview is simply to leave the interviewee with a good impression. <S> Job interviews go both ways, after all. <S> If they offer you the job: "wow, these guys didn't just offer me a job but sorted out my travel too, <S> that's amazing! <S> I like these guys - I'm definitely going to accept!" <S> If they don't offer you the job: "aw, shucks, these guys didn't offer me the job... <S> but I'm going to tell all my friends how generous they were! <S> My friends might then apply there too!" <S> well and leave them with a positive impression. <S> And (unless your cynicism level is even higher than mine, which is normally pretty high) there's no reason to think it's in any way nefarious... <S> you seem to be assuming their generosity is either based on idiocy or deception. <S> Maybe they just treat their staff (and potential staff) well? <S> Such companies are rumoured to exist... <A> A lot of the time it's because the company has a block-booking discount agreement with the provider, so they promise to buy up x amount of flights or limo trips, hotel rooms, or whatever. <S> Doing it this way saves money in the long run as long as the company is reasonably sure that they'll use up the allotment of the bought resource. <A> There are several potential pure business reasons. <S> Other answer has already outlined a possible reason which is to impress a candidate. <S> These things are not always about the candidate at all except incidentally. <S> They can be done to support other businesses in terms of client relations and other benefits. <S> It can all be budgetted for and a part of a businesses customer/supplier relations strategy. <S> For example,. <S> I have an airline as a client and several hotels. <S> It's win win for me to pay for the best available even if I don't take the candidate or get a discount, I get to visibly support my own clients which makes perfect business sense. <S> I do so at their maximum cost if I don't get a discount all of which is great for both businesses <S> and I have a specific budget just for this. <S> I even time it so that it is at their lowest point of the year, which gives me even greater visibility while adding to their revenue stream at low peak (also usually much lower cost). <S> This is beneficial in many ways beyond the obvious if you know how that industry works, and also ensures my person is getting plenty of attention. <S> I can also use this in my favour with govt and get some tax benefits and negotiation power in other areas (the other businesses get more out of it though in these terms). <S> Business tourism is a real thing in some places. <S> I'm also filling high value slots in a hotel and thereby boosting overall stats. <S> These and others translate into very real if indirect benefits for my business. <S> Other businesses may have even more reasons. <S> You never know what connections a business has or obligations. <S> Many companies have a mutually beneficial outlook on business based on competition or even family ties. <S> Does the candidate look like he'd be interested in watching some dancing girls? <S> Yes? <S> Great I have a client who's owners husband runs a high quality family friendly cultural show complete with food in a tasteful venue. <S> Incidentally frequented by some of the most influential people in the private and govt sectors. <S> One candidate just got me some highly targeted marketing and warm fuzzy feelings all around.
| It's simply good business for a company to treat interviewees
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How to handle deteriorating situation with manager? I’m team lead of a group of 8. We’ve had a new manager for 3 months. When he first came in I was genuinely enthused because our previous manager, while lovely, hadn’t been very good at management. Now it seems that this one isn’t particularly good at it either, but he is causing additional stress to staff. Some examples: Takes responsibility for an important piece of work 2 months ago. Staff remind in our local meetings. Told it will be done. We then all show up at a big meeting with boss/owner etc. and he asks why item hasn’t been done. Manager says nothing. We have the choice to stay silent and take the flack as a group or point manager out (we chose former). A meeting with clients had to be rescheduled yesterday because he forgot to schedule it properly. This caused extra work and inconvenience for many. No apologies. Then today I asked another staff member if X had been done, knowing that X was manager’s responsibility but that it had to be done by this morning (and with previous track record I couldn’t be sure it was). Manager happened upon me and said I was undermining him quite aggressively, despite the fact that all I’d said was ‘is X sorted?’ Tells us to see or phone him anytime if we encounter problems as if we have a rescuer to hand at all times but is only in office half the time. Gave a staff member with a clean record of 15 years a write up for essentially calling him out on work not completed in front of other staff. He’d (aggressively) told us this was top priority but when it came to his turn didn’t complete it. Obviously she was unwise to call him out and regrets it. These are just some of the issues, but my feeling is that he wants to stay in his job and is doing just enough for the owner to be content (or to think it’s our fault for something not being done). I do think he has more work than is fair for one person, but it’s not my job or pay grade and he has agreed to take it on. How can I respond to this manager going forward? Is there anything I should say (or not say) to my team? The manager is not in the office due to job related issues. He’s been made manager of two teams, and the other team is across the city. In his place I would never have taken the double work because working at our end is a full time job in itself. <Q> You need to cover your backs. <S> Your managers competence is suspect and he has proven he's not willing to take ownership of his errors (at least in front of you). <S> This doesn't mean he's not being upfront with the boss though, there are good reasons he might not do it in front of staff. <S> So that is partly conjecture. <S> It's usually a bad idea to go over your managers <S> head <S> but if you think they're heading for a fall there is no reason to fall with them or protect them from it. <S> So document everything in terms of who is responsible for what, confirm it in writing and if taken to task hand it over professionally. <S> I would never go to a meeting without having paperwork to explain anything that I think might come up. <S> Responsibility for bits of project would be in there. <S> It's as simple as when he takes ownership of something flicking an email for confirmation. <S> Hello your highness, just clarifying that I'm handling XXX, Jimmy is handling YYY, and you'll take care of WWW. <S> Regards Me. <S> Then cc him on all updates. <S> It doesn't matter if he replies or not, you have done your part. <S> You could achieve the same thing by sending that email to Jimmy Hello Jimmy, just clarifying that as per our meeting with [manager] today, I'm handling XXX, you're on YYY, and [manager] is taking care of WWW. <S> Regards Me. <S> and cc'ing the manager, but <S> I'd just be direct about it if he's proven willing to throw me in the deep end. <S> And I wouldn't at all be impressed if he wrote up a 15 year clean record employee. <S> Surprised the boss/es aren't already looking into this (but they may well be) that would be a big red flag for me. <A> Your manager is making visible mistakes and is worried that this is negatively impacting their authority. <S> (Which it is.) <S> They are also overreacting to the slightest hint of undermining now that they feel like they're on unstable ground. <S> The more they overreact the more they will lose face and the worse things will get. <S> However, this problem can be resolved as a team. <S> Don't check up on them. <S> Instead find ways to help them. <S> Ways to take things off of their plate so they can manage to accomplish their tasks. <S> This can help build a better trusting relationship that can lead to better working conditions. <S> Should you have to do this? <S> No. <S> Will it definitely work? <S> No. <S> The best part though is if you try to step up and repair things it will most likely make you look good whether you succeed or not. <S> Just make sure you Do Not jump in front of any busses and you protect yourself along the way as described in @Kilisi's answer. <S> I just want to reiterate <S> it is not your responsiblity to repair the relationship <S> but it sounds like your manager is floundering and unable to garner support. <S> And sometimes doing things that are "not my job" are great career moves. <S> Also having a happier team environment will make work less stressful for you. <A> I totally agree with what the previous posters have said. <S> What I'm going to say is a little harsh but is something to think about too if necessary. <S> Is this manager is very new at this job? <S> If so I suspect they must be going through a probationary period. <S> Basically, you and your team don't owe this new manger any loyalty, its pretty clear <S> this person don't have any loyalty to you - <S> that is shame so early into the professional relationship . <S> However, better to know 'what your dealing with' so your not blind sided. <S> Your manager sounds like they have sloping shoulders with an inability to take responsibility for their actions. <S> A worse case scenario would be if team members start leaving due to this person. <S> As the saying goes 'people leave managers.... <S> not jobs....' <S> That is what you don't want in this instance. <S> Personally, as a collective team, everyone gathers evidence about about all interactions with this person and incidents in order to establish a pattern of this persons behaviour. <S> With the additional caveat this manager involved 'does not lash out inappropriate way' to you or your staff as consequence of your discussion with HR. <S> HR can discuss your concerns with your manager and outline any boundaries that need to put in place.
| A collective group discussion with HR about your concerns should be considered or discussed privately, then you can organise an 'action plan' about how this should be dealt with by HR and senior management- as they have a right to know. Stop doing things that show an active distrust of the manager.
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PTO (Hourly employee) and starting a new job On January 7th, 2019, I am starting a new job. However, before this happened, I had already booked time off from December 21st, 2018 until January 4th, 2019. The company I work for does not have a notice period, so I can basically tell them the same day that I am leaving. Is there any way, I could still get paid for the Paid time off ( PTO ) that has already been approved and then start my new job on January 7th, 2019? Pay day will be on December 28th, 2018 and then two weeks after that again. <Q> Is there any way, I could still get paid for the PTO (Paid Time Off) that has already been approved and then start my new job on January 7th, 2019? <S> Yes. <S> You can give your notice on January 4th. <S> That is the most sure way of getting paid for all of your PTO days. <S> Other than that, you'll have to consult the specifics of your HR's PTO Policies to find out. <S> It will likely depend on if all the days off have been accrued in the prior year, or if you are borrowing days off from the upcoming year. <A> At least in the U.S., employers are generally required to pay out your accrued vacation/PTO time when you leave their employ. <S> As long as it doesn't create a problem for them, they probably don't mind getting that off their books before you leave vs. after. <S> Thus, if you provide enough notice to make up for the time you take off, it probably won't be a problem. <S> At least that has been my experience, as there have been a couple times in which I've taken vacation time <S> /PTO <S> after I'd let it be known I was leaving: On one occasion I took a few days off (sandwiching a holiday weekend) to visit with a family member before they were to be deployed on military duty. <S> Recently I changed jobs and took two days of PTO to accompany my child on an overnight school trip. <S> In both circumstances my expected (although not required) notice period was two weeks. <S> Both times I submitted my resignation with extra time built in to more than make up for the time I would be missing: on the first occasion I provided three weeks notice and only took 3 vacation days; a rookie manager tried to say vacation wasn't allowed during notice period, but upper management approved the plan, since I was still working more than two weeks. <S> On the second occasion I provided about 3 and 1/2 weeks notice and no one made any objection. <A>
| It depends on your contract, but normally if you already had the PTO approved you should be able to take it and get paid for it even if you resign immediately afterwards.
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How to politely request for the interview to be conducted in English? I speak both English and French Fluently. Yet, Since, I studied in a British University and the whole structure of my course was in English, I find it easier to answer all the technical questions in English. Is there any way to request this without sounding rude or too demanding? <Q> Unless you are applying to a company which has a philosophy of using English as the company language, that request will likely get rejected. <S> The reason is that in today's workplace environment, social skills are even more valued than technical skills. <S> It doesn't just matter how well you do things. <S> It also matters how well you can explain what you are doing. <S> When you are working in a French company within a French team, for French customers and with French suppliers, then a very important part of your work will be to communicate in French. <S> They need to judge your proficiency in this skill. <A> If that is the case, then you can make the request; however, you should be aware that it may not work to your advantage. <A> Is there any way to request this without sounding rude or too demanding? <S> As the other answers point out. <S> There is nothing intrinsically rude about asking, but it is a bit demanding however understandable and convenient it may be for you. <S> My addition would be that the best solution is to sidestep the whole problem and prepare as you would for any interview by studying the French terms. <S> If you get stuck, apologise and use the English term and clarify as you go. <A> While it will not be seen as rude to ask for the interview do be done in english, keep in mind <S> the the interviewer might not be a fluent english speaker (if you are interviewing in a non english speaking country). <S> Since you probably don't want to make the interviewer unease, using his native language is probably better (specialy if you are fluent), but do not fear to fallback on the english technical word if needed. <S> I don't know in which sector you are searching job, but in software developpement, I will be surprise if the interviewer wouldn't know the english word. <S> And if need be, he can always ask for clarification. <S> Since you have done your studies in england it will balso e understandable that you are more fluent with technical english than technical french. <S> Even if you where to end up in a pure french environnement, just learning the technical vocabulary shouldn't be such a diffucult task (probably even easier than the firm internal jargon). <S> As a side note: in 10 years of software developpement in France (in both a small firm and a big international one), I have always code and work in english because: - you might need to share your code (or documentation) with not french speaker - online documentation and resources are mostly in english. <S> So I will probably have an easier time to explain thing in french using english technical words than doing the whole with only french words. <A> While I generally agree with the other answers that say you should be prepared to be interviewed in French if that's the language you'll be expected to use on the job, I don't think it would be unreasonable to ask for English. <S> Everyone knows that being interviewed is a stressful activity, much more so than conducting the interview. <S> While you might be able to converse in French in more casual situations, and even in professional situations, it may be hard for you to put your best foot forward at the same time. <S> In many organizations, you're likely to be interviewed by several different people. <S> You'll probably have to make this request to each of them at the start of the session, and should expect to get different answers, as some of them will be more fluent in English than others. <S> When scheduling the interview, I think you should ask the recruiter or HR representative whether such a request would be acceptable at all. <S> As to how to make the request, just ask politely, with a reason they should understand and that doesn't sound selfish or demanding. <S> You're being interviewed by ordinary people who want to hire eager candidates (some will become your colleagues if you get the job), they're not generally out to get you. <S> Something like: <S> Would it be OK <S> if we spoke in English, I think I'll be able to answer more fully and clearly if we do. <S> Of course, you should make the request in French. <S> And hopefully they'll be able to tell from how you ask that you're proficient in French. <S> You could also offer to switch back to French after the technical portion of the interview, so they can see that you're fluent enough to conduct business. <A> It depends on the field your work will be in. <S> I am from the Netherlands and work in IT. <S> All courses from my university were in English as well. <S> Here it is completely normal and accepted to speak a mix of both. <S> It is actually preferred to use English for the technical terms and code is written in English by default. <S> It also depends on the colleagues you will be working with. <S> Here, if there is someone in the room who doesn't speak Dutch the conversation is carried out in English. <S> When I was applying for a job I sent out all my application forms in English since most technical terms don't translate to Dutch <S> and I wouldn't want to work for a company where Dutch is enforced. <S> All this being said, I can imagine these points don't hold up in other fields or countries where English is not as dominant.
| If you are interviewing for a technical position in a country where English is not the first language, then there may be a preference or expectation that technical discussions be conducted in the local language, as opposed to English.
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What to do after an employee leaked our algorithm? One of my company's internally developed algorithms was published online. It's a complex algorithm that took years to develop, I have a pretty good idea of which employee leaked it based on the team who worked on it and personal information on the blog, but I want confirmation. The algorithm is covered in detail but without any code from our codebase, so my employee might have thought it was okay to share this information publicly when it is absolutely not. What steps should I take to confirm this employee's identity, and make sure this issue doesn't happen again with our engineers? Related legal questions have been asked over at Law SE . <Q> The other answers highlighting your need for legal advice right now are correct, but for reasons other than they give. <S> As the employee disclosed no code, copyright is not a concern here - in pretty much all jurisdictions, you cannot copyright an algorithm. <S> Patents are an approach, but again have different issues in different jurisdictions - some jurisdictions are "first to file" and some are "first to discover", so you may not have any retroactive cover from any patent applied for today, even assuming the algorithm is patentable. <S> Also check your employment contract for any non-disclosure agreement, which would certainly apply in this case. <S> Seek legal advice as to how enforceable it is in your jurisdiction and in this specific case. <S> Once it's been established what right of control you have over the algorithms disclosure, I would suggest you have a full team meeting with everyone who has access to the code base in which you discuss what happened, why it is inappropriate to disclose such things as they can be extremely detrimental to the companies operation and their continued employment, and also highlight the potential civil or criminal liabilities such actions can result in. <S> A slap on the wrist and a "that was really damaging to the company, please don't do it again"? <S> - well, the team meeting will have covered that. <S> Firing the employee? <S> Intent on taking legal action against the employee? <S> - depends on how badly you want retribution. <A> What steps should I take to confirm this employee's identity, and make sure this issue doesn't happen again with our engineers? <S> First, since you are reasonably confident which employee it was, <S> I suggest pulling them aside and talking to them. <S> Time is important here, so I wouldn't waste too much time trying to make 100% sure you have the right person. <S> John, this is your blog, right? <S> I need you to take this post down immediately. <S> This is proprietary company information that and cannot be leaked to the public. <S> Depending on how you want to handle this, you might discuss consequences for the employee, but the biggest thing is just getting them to take it down as soon as possible. <S> Once you've taken care of the immediate damage, I'd say it's worth having a company meeting or sending out a company-wide email (depends on your style and size of your company). <S> Don't name names or mention the specific incident, but explain that all company algorithms and information are proprietary and should not be shared or published without prior approval. <S> This shouldn't be new information for them, but it sounds like it needs to be reiterated. <S> As for damage control for the information that has already leaked, I don't have a good answer, but I recommend talking to a professional who specializes in intellectual property. <A> Step 1 - Get an intellectual property law firm hired. <S> Not a lawyer, a LAW FIRM! <S> Step <S> 2 - Listen to them! <S> At the very least, you should file for a copyright AND a patent on it ASAP <S> (copyright will probably get turned down, but patent will probably not). <S> Then have that law firm send a takedown notice to the blog's registered agent(s). <S> This will cost $, but if your algorithm is valuable, this is what to do. <A> It's possible that the employee did nothing wrong. <S> IANAL, but <S> my understanding is that actual implementation is intellectual property and belongs to the company, but the generic idea of algorithms can't be protected. <S> This is the reason why companies like Google and Facebook are extremely strict about not disclosing anything about their algorithms in public. <S> And this shows also in game rules. <S> Rules can't be protected but all names, artwork, fluff can be. <S> That's why you see similar copied games right after somebody publishes a successful one. <S> What you do to protect yourself in future is contact lawyer and start obtaining patents and make all your employees to sign NDA where you explicitly prohibit disclosing any information related to your work. <S> And because it's possible the employee did nothing wrong, I'd approach the issue very carefully. <S> Contact a lawyer and verify what you can and cannot do to mitigate damage on this incident. <A> Addendum: <S> This might sound like a piece of blatant open-source advocacy. <S> I am not in any way condoning what your employee did. <S> Consider how you can take advantage of what happened. <S> You're taking the disadvantage anyway. <S> Irrespective of what you will do about it, the toothpaste is out of the tube now. <S> Trying to completely get something like that out of circulation tends to leave copies in the hands of those that you least want to have them. <S> You can still say that you have the best, most tested, professionally best supported implementation on the market NOW. <S> Someone leaking data like that always generates interest in the technology - and people interested in your technology are potential customers. <S> Also, nothing creates an industry standard like a mix of "free" and "competent for-cost" implementations available... <A> A perspective from information security: do not do anything without having all your actions reviewed with legal . <S> This includes suggestions from answers such as talking to to employee, checking whether he could be the culprit, etc. <S> If you start your own investigation you may erase or alter evidence and possibly jeopardize chances to have legally receivable ones.
| If the specific employee in question does not come forward after the team meeting, there is little you can do without proof of identity - you can of course hire an investigator to see if they can uncover proof, but then all of this really comes down to what course of action are you intending to take if you do discover their identity. What you can attempt to pursue is protection for your algorithm under trade secrets laws if they exist in your jurisdiction, which can apply protection and civil and (often) criminal penalties for unauthorised disclosure, even when no copyright or patent is violated.
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Dealing with non-existent telephone policy I'm in a new job at an university. I sit with three other colleagues in a room. The office location is new as well as the team composition. We recently got phones. The other three team members have rather organizing/marketing roles while I have a software development role. The other team members get a lots of calls within a day while I get barely one in a week. As there is no policy how to handle calls, I asked one colleague how I should handle incoming calls for him. He said that I can answer calls if I want to. I don't mind answering calls, i. e. I don't have telephone phobia, but it really gets annoying as there is no option to answer the calls from my desk, i.e. I have to get up and walk to his desk. It is also a high level of distraction as my role requires focusing on a topic a lot. So my stance was not to answer calls at all. Recently an other colleague realized that I was in the room while somebody called and nobody answered. When he called back he said to the caller that I was in the room but too shy to answer the call. I got somewhat upset and told him after the call that I'm not a phone assistance. I don't want to be badmouthed and handle the situation professionally. Should I get over myself and just answer calls? <Q> You're probably overthinking this - your colleague has said you can answer calls "if you want to" so they clearly aren't expecting you to answer their calls. <S> Given you have a different role from them <S> anyway it's unlikely that you'd be of much assistance to the callers in any event. <S> I'd say it's perfectly professional to ignore the calls if you're busy with your own work. <S> A voicemail box would do the same job as you answering so might be worth looking into whether the phone system can support this. <A> At the end of the day it's up to your manager to decide if you should take on the duties of a phone assistant. <S> At the same time their decision should be an informed one, so if you think it will impact you, you should lead the discussion with how to avoid having to do that. <S> Make sure your manager knows the impact this has on your work, and be ready to present an alternative, like answering machine service, or to reroute the call to reception after some time. <S> As a software guy myself I would resent the constant interruption and do everything in my power to change that; even people talking on the phone has had a huge impact in my work in the past, because it interrupts my train of thought. <S> With all that in mind, my advice is to keep dodging the phone unless your colleague acts like he expects you to answer it; in which case you escalate to management. <A> There are several things going on here. <S> Missed calls <S> can be bad for business. <S> It is worth consideringthat if you are the only person available maybe you should consideranswering the call. <S> (But it still seems you don't have to.) <S> There may be a reason that your colleague felt the need to explain you were in the room but didn't answer the phone. <S> The person on the other end might have been fishing for an explanation or your colleague might have been trying to make a joke to break the ice. <S> Weigh the situation. <S> I began my career in a back-end role with poor communication skills. <S> No one wanted me answering phones and interacting with customers even if I was the only option. <S> It is also worth noting that you find the phone distraction can damage your focus. <S> This is understandable and worth considering when making your decision. <S> (Although wouldn't the constant ringing be a distraction too?) <S> Lastly, I believe that the crux of your problem was what your colleague said. <S> Try talking to them. <S> Perhaps explain that you don't like being characterized as shy (or characterized at all.) <S> Or that you don't appreciate being discussed while present (this is after all typically considered rude.) <S> Or perhaps you took offense to it being somehow implied that you broke a minor obligation to answer the phone even though you aren't explicitly expected to do it and are technically allowed to ignore calls. <S> That can be addressed in a brief conversation with said colleague. <S> Hey <S> SoAndSo, I just wanted to mention the other day it kinda bothered me when you told [person X on other line] that I ignored their call and that I did it because I am shy. <S> I think the way you said it made me look bad <S> and I'd appreciate it if you didn't do that. <A> Do not, never ever ask for another phone or a possibility to answer his phone easier. <S> You will badly regret this if you got pulled out of your thoughts a couple of times and realize you now are established as his answering machine. <S> This starts with "tell him to call me back" and go on like "please tell him I did x for project <S> y because z" which you have to note and hand to your colleague. <S> Your work will suffer from it and later noone wants to hear you played secretary often and wasted not only the phone time but much other time too because you had to start thoughts again and again. <S> It's not your phone, not even your business field, you can't even help the caller. <S> Instead actively show you are not happy with the situation before others decide what you have to do. <S> Suggest improvements like your colleague turns down the volume if he is not at his desk. <S> redirecting calls to someone suitable if he is not present. <S> an answering mechanism that takes calls and forwards information about calls to your colleague without a person interfering a general company wide awareness for this situation. <S> Probably you are not the only one affected. <S> Then they can't start talking dumb about you. <S> for internal calls a company wide awareness that someone not answering for 3 rings probably will not answer the next 20 rings too. <S> Yes this sounds trivial but it may be a surprise for many of them. <S> make people (internal and external) <S> know this person is rarely at his place <S> so better write emails to him. <A> You've basically answered your own question You can either get up and answer the calls. <S> Or continue to ignore and potentially get bad mouthed. <S> This doesn't make sense to me as it means you're being distracted by the call as it is so you may as well just answer it. <S> Your final option is to ask your manager on the correct process here. <S> Potentially they can get you a phone at your desk in which you can remote to and pick up others' phone calls.
| If you want to set expectations properly (and I suggest that you do), you should let your colleague know that the phone will normally go unanswered because you're busy.
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How to phrase award winning work on CV? I was a team member for a Product that won an award where I Product Managed it, is it misleading if I express this as 'award-winning' or have experience working on award-winning Products? Thanks <Q> is it misleading if I express this as 'award-winning' <S> If you worked on a product that won an award, then it is not at all misleading to say you worked on an 'award-winning' product. <S> You should characterize the extent of your work and specify the type of the award. <S> For example, it's different to say "I wrote an article that won a Pulitzer prize last year. <S> " versus "I was one of three editors who spell-checked an article that was the runner up for the 'Nicest Company Blog Article of the Month' last February". <A> As long as its not a lie. <S> Did you do a substantial amount of work on the project, or did you come in part way through and happen to be on the team? <S> either way, I would refrain from saying "I have experience working on award winning products" because what does that even mean? <S> How is that any different than working on anything else. <S> You need to highlight exactly why what you did is important. <S> If you were the lead on this project, then by all means add it, but don't just say "it won an award (whooo)". <S> Instead put what you did to make it an award winning product, what did YOU do to make that happen. <S> Without that information, its really just noise clouding the rest of your CV. <A> Both here and in your CV. <S> If it's an award by an independent organisation, I would feature it prominently (and it would justify the 'award-winning' tagline), talk about how you won it and how you personally contributed to the win. <S> If the award isn't very well-known outside of the industry I'd also talk a little about who hosts it. <S> If it's an in-company award I would still mention it, but be honest about it and don't pretend it holds much weight outside of the company (aka drop the 'award winning' stuff).
| You might want to detail what kind of award that your project won.
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Does "probation period" means the employer is not sure about the quality of employee? I have one year working experience. Recently, I joined a new company and started my career in the position which I have skills, and experience on it. But, the employer considered 4 month probation period for me. I always thought, that probation period means that, the employer is unsure about my qualities . Is it true? My workplace is in Estonia, and I am a developer/tester. <Q> Yes and they should be. <S> They don't know you. <S> Probation periods are a standard in pretty much any industry. <S> The employer wants to ensure that you are good fit for the company. <S> This doesn't mean they doubt you, it just means they want to make sure. <S> Lets say you are a programmer with an amazing track record, but you frequently get into conflicts with a co-worker named Bob. <S> They may let you go. <S> Not because you can't do the job, but because they don't want to deal with that conflict in the work place. <S> Don't worry about it, everyone goes through a probation period at pretty much every job. <S> Just do your best. <A> Is it true? <S> I would say no , not exactly. <S> Usually, the main purpose of a probation period is to have a "look and feel" of the employee and the way they adapt to the Company . <S> That way, if the employee is not fit the work relationship can be terminated without much procedures or consequences. <S> This is also true the other way round: It is also a good time for you to have a look and feel of the Company , to see if you both are a good fit, and for you to be able to resign without much procedures or consequences. <A> I always thought, that probation period means that, the employer is unsure about my qualities. <S> Is it true? <S> Most employers who use probation periods, use them for all new employees. <S> So the employer is unsure of your qualities, but is probably unsure of all new employees' qualities. <S> The other part is that a probation period is for you to be unsure of your employer's qualities. <S> During probation, both sides get to see if there is a good fit or not. <S> If there is, then you get signed on as a permanent employee. <S> If not, you both part ways amicably. <A> There is a general trend, especially in Western Europe (it depends on the country, so putting a country tag might be good; your profile says you're in Estonia, and I'm not very familiar with the culture there) for employment to be indefinite; not continuing to employ someone requires significant cause. <S> In some jobs, there is explicit tenure, but even in jobs without it, there's often "pseudo tenure" in the sense that laying someone off is a Big Deal. <S> This makes hiring a new employee a large risk, as even if they have experience, it's hard to know whether they'll work out. <S> Having a probation period allows a company to see how someone does in a position while giving the employee notice that the employment doesn't have this "pseudo tenure": the employee shouldn't consider employment after that period a sure thing. <S> Thus, they can evaluate the employee at the end of the period and lay them off if they want without it being as much of a violation of social norms. <S> This also allows a company to terminate the employment with less of an effect on other employees: if the other employees are past their probation period, and they see an employee in their probation period being laid off, that doesn't make them worry about their job security as much as seeing someone with the same employment status as them being laid off does. <S> Another factor is that companies often have perks that they don't want to give to employees until the employees have established themselves. <S> So there may be certain benefits that aren't available, or aren't fully available, until after your probation period. <S> it's doesn't necessarily mean that they have concerns specific to you; this likely is simply general practice. <A> It seems you have a quite limited perception of employer-employee dynamics. <S> Please let me help you a bit with that. <S> What is being tested is not so much "quality of employee" but "does this employee fit into our company and be able to produce for us". <S> This is not at all the same thing. <S> If you have had a few jobs you would know that there exist certain companies which would be automatic misfit for a quite wide range of employee personalities (to say the least ;) <S> These kind of relations are always two-way. <S> Don't forget that! <A> It's like the 'No questions asked 30 day return guarantee' you get on purchases. <S> You can return the item for no better reason than 'I changed my mind'. <S> Very sensible to have this on an employment contract. <S> In some territories Employment Rights virtually 'marry' employer and employee once the job is established. <A> A probation period is standard-fare for most companies. <S> You can only get so much information about what an employee will be like from interviews etc. <S> A probation period at the start of your employment is not reflective on your abilities ( <S> by definition they can't be because they don't really know you by this point), and are not nearly the same as probation periods as a result of disciplinary action. <A> Yup, but you may see it as evaluation period of the company culture and its ecosystem from your side. <S> Most companies within probation period allow you to leave immediately without notice period. <S> So if you don’t like the company, walk away.
| The characterization "the employer is unsure about my qualities" is true in some sense, in that they are exercising caution about a new hire, but Yes, but that's only part of it.
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Is it alright to invite subordinate co-workers over to a holiday dinner? I'm considering inviting a few of my coworkers to an annual Friendsgiving event that my wife and I host for several of our friends this year. This is not a small affair, we host something on the order of 30+ people with this event and mostly consists of people coming and going. While I am part of my company's management, I am not in charge of these coworkers' in any manner other than I ask them to perform work on some of my projects and they do it for me. I've no authority to promote them nor discipline them, although, were one to do unsatisfactory work for me and I couldn't get the matter resolved between myself and them, my next step would have to be their manager. Is this appropriate or does it create an HR issue? <Q> You have no idea whether the two groups will mix well, so you may end up with 'friends' group and 'colleagues' group and some discomfort. <S> Plus they may feel pressured into accepting. <S> It's much more normal as a superior to host something in the workplace, not your home, and it's generally advisable to keep the two separate. <S> If it was immediate colleagues it would have a different dynamic, but even then I'd advise against taking work home in that manner. <S> Unless it was an event purely for them. <A> Ask yourself these questions: <S> What do you expect your relationship to be with these co-workers the next Monday? <S> Do you want to grow a non-work relationship with them, "as friends"? <S> Do you expect that nothing will change? <S> Do you think they might consider you a "friend" or someone they can confide in and trust within the company? <S> If they did, how would that affect the workplace dynamic? <S> How many other people within the company did you invite? <S> How many have attended in the past? <S> Did you invite your boss? <S> What about other people on your team? <S> If you're just singling a few people out and assuming nothing about your workplace relationship will change, that seems kind of naive. <S> But if it's truly a holiday party, and you invited other co-workers, like your boss, then it's probably OK. <A> Yes, of course, this is traditional and accepted in many companies in many countries. <S> Insert infinite caveats about HR-appropriate behavior and booze and being rapey and whatever that are required in our current climate, but in general it is fine and good to have subordinates to your place for events or even - horrors - mix with them in non-completely-employee company. <S> For example, my step-mother runs a large therapy practice and every year they have some kind of holiday gathering where they invite all the employees and their guests along. <S> But as with everything, you need to take the temperature of the place you are. <S> In some large enterprises you'd have drama and "WHAT ABOUT THE HR" concerning it. <S> Ask other managers/see what they do in your locale/company to determine what is culturally appropriate. <A> Were it me, I wouldn't do it. <S> Nice thought, "thank you very much" and all-of-that, <S> but I still wouldn't do it. <S> Let your holiday gathering be what it now is – a gathering of your friends. <S> If "the boss," or even "a boss," "invites" you, some people might interpret that to be "a command performance."
| In some places and times it's even kind of expected for managers to be inviting people to events at their home. Every small business in the US does this pretty much without exception if the boss wants to. While there is nothing wrong with it, the dynamics would seem inadvisable to me.
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I have an interview for an internal position that I no longer want. Wondering if it is appropriate to cancel I'm in an awkward situation. I applied for an internal position at my company for a slight promotion from my current role. It would be within the same department. The management structure of my department suddenly changed today and due to this change I am no longer interested in the role. I would really like to stay in my current role. My interview is set for Monday and I am wondering how best to approach this situation in a professional manner without tarnishing my current role and reputation. I am hoping there is a correct answer on how to approach this. Do I: Interview as if I am still interested and then turn down the offer if offered? Attend the interview and use it as an opportunity to explain that I am no longer interested and why? Email my director and HR rep this weekend to announce that I am no longer interested and would like to retract my application, and explain why? Email my director and HR rep this weekend to ask for a meeting Monday morning to discuss the concerns I have in proceeding with the interview for this role. A combo of the last two? I feel I have good reason for my change of mind and that they will be understanding. I would like to also save everyone's time and effort, but would like to do so in a professional way that doesn't look bad on me or my current role. Thanks! <Q> A few of things to keep in mind, If you to to an interview you have no interest in, you are wasting their time, not a good idea. <S> If you ever fail by giving it less than a best effort, you may be branded as a failure and may never be considered for anything again. <S> I would email and say that you reconsidered and you are very happy in your current position and as much as your appreciate being considered, you would like to withdraw your name from consideration. <S> If they will be OK hearing about what you think of the changes in the management structure, go ahead and include that but most times, management makes changes because they think it is an improvement and if you tell them you don't like the new way, you will be labeled as a troublemaker. <A> Here's the language you need. <S> Ideally, you should have done this immediately after the management changes announced . <S> " <S> Hi Jane - regarding the big management changes. <S> You know how I applied for that XYZ position - is that really relevant now? <S> It's probably not worth proceeding with that interview given the big changes. <S> What do you think? <S> Cheers Jill." <S> the communication points are immediately mention the big management changes <S> point out that "in view of those" it may be a "waste of their time" to proceed (you're making it that you're "helping matters") in negotiation, always ask questions - finish with a question. <S> If you run in to Jane in the hallway, you'd say this.. <S> Ah Jane - about those big new changes - don't you think I should cancel that interview for XYZ? <S> ... and leave her to talk. <S> That's how to do it. <S> Since the interview is now totally pointless, you have to put the decision to delete it on Jane - not on you . <S> Make it a problem for Jane. <S> If she ultimately says "I think you should do the interview <S> " use language that makes it clear you're doing a pointless task, on her say so. <S> "For sure! <S> Even if it's a bit pointless with those massive changes, I'm happy to go to the interview if you say so. <S> Cheers!" <A> If you cancel, you can probably forget getting any other internal transfer at your current company. <S> Also, if you fail the interview in one way or the other, you can also forget about further internal transfers. <S> So, you are in trouble either way :) <S> But nowadays it is quite common to simply change companies whenever you need a change of pace or a promotion. <A> Option #3 <S> I think is the best. <S> why? <S> If you don't want the new position, the sooner you let them know, the better for everyone. <S> I don't think it should impact your current situation negatively. <S> HR reps and managers devote time and effort into conducting interviews, and wouldn't appreciate their time being wasted.
| However if you proceed with the interview, only to tell them you're not interested, this might look bad for you. Email my director and HR rep this weekend to announce that I am no longer interested and would like to retract my application, and explain
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Can they fire me due to being sick? I work in the deli area or the fresh produce at Walmart. I had to call in to work for a week due to me being sick with a nasty cough. At this time I had no idea what it was. I was congestive through my nose and throat. I was barely able to talk. When I called in to work the day before my doctors appointment one of my employee told me that my manager was gonna fire me due to missing so many days for being sick. My doctor gave me a doctor's note for three days off. I had called one of my employee to see how things were and he told me that once I go back that's when they are going to fire me. <Q> As somebody who has actually worked at Walmart in the past (5~ years while I was in high school and college) <S> I can confidently say that this is absolutely part of Walmart's modus operandi. <S> Their absence policy is pretty strict. <S> It varies slightly state-to-state, but I believe the policy at my store back in the day was 6 days in 6 months and that was a hard cap. <S> At 4 you would receive warnings, at 6 you were usually fired within a few days of returning to work. <S> However, to my understanding, different stores enforce this limit differently. <S> Sometime the hardest working employees were often given a little leeway and if it was their first offense. <S> I don't want to sound all doom and gloom, but if this isn't your first time taking extended periods of time off, you might be in trouble here. <S> Regardless, don't put too much stock into what your coworker is saying - they probably don't know any more than you do. <S> If you're getting jittery and want to talk to somebody about the policies, you can always call and talk to your direct manager (talk to your associate manager; if they can't answer then speak to your co-manager). <A> You have a Doctors cert for 3 days but took a week off <S> and you don't know what is actually wrong with you despite going to a Doctor. <S> There is no need to wait until you return. <S> So more than likely it's just noise. <S> You may get a bit of a hard time, but if they were to fire you they could have already. <S> The other thing is they might not have made up their mind, at the moment your story looks a bit dodgy, they may want a fuller explanation before deciding on whether to terminate your employment or not. <S> The last possibility is they have a policy that an employee has a certain timeframe to get a doctors cert within if they're sick. <S> In which case you may indeed be in pretty big danger of being sacked. <S> If such a policy exists you should have learnt it at onboarding or been told when you rang in sick. <A> Can they fire me due to being sick? <S> If you are in an at will state, and not part of a union, they can indeed fire you for this reason or for no reason at all. <S> But if they will fire you - that's a different question. <S> If you aren't habitually taking absences, and you are otherwise a good worker, then it's extremely unlikely they will fire you. <S> Good workers are hard to find - particularly in these days of low unemployment. <S> The only way you'll know for sure is to see what happens when you report back to work. <A> I could be wrong, but I'm reading between the lines here. <S> To me, this doesn't sound like he's saying you're going to be fired because you've missed a couple of days this time around - <S> he makes it seem like you have a history of often calling in sick, and as such he needs to find someone more reliable as an employee. <S> Can he fire you for this? <S> In an at will state, sure. <S> Will he? <S> No-one can say. <S> If you have a history / reputation for being unreliable, then it might be that this was the last straw. <S> Or he may have calmed down by the time you go back, and decide to give you another go. <S> Or the employee could be grossly exaggerating / lying. <S> (Picking between one of the above is just guesswork for us at this point, though.)
| If it's at will they can fire you any time they want. When I called in to work the day before my doctors appointment one of my employee told me that my manager was gonna fire me due to missing so many days for being sick.
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Is it professional to walk directly to manager or send a email I work for a reputed multinational corporation. We have open work area with small cubicles (2-3 person per cubicle). My whole team (me, my team, my manager, his seniors) sits very near to each other (1 or 2 cubicles apart). My manager "Bob" is very friendly and has a good professional relationship with the team. Is it appropriate to walk to Bob's cubicle and talk about some issue/idea ( if Bob is free) and then send a email summarizing, or should I first send out an email of my idea and then follow up? There are few instances where I raised some issue/new ideas which Bob liked very much. Bob agrees on the things we discussed and promised an action on that, but no action until I remind him again. Edit 1: For clarification, I usually first check if Bob is available on Skype and ask him if it is ok to have a quick conversation now (face 2face). The thing I am worried is that Bob forgets to take action on them until I remind him. So I was wondering what is the best way to make sure that action is taken on things which were discussed (if he agrees to take action). I am not sure(because I am new) if it is ok to send a email on things we just discussed. My office setting is similar to below image. <Q> My manager "Bob" is very friendly and has a good professional relationship with the team. <S> He's friendly and you hvae a good relationship with him - so just walk up to him and ask. <S> Hi Bob, there's a few ideas I'd like to walk through with you at some point - when would be convenient, or would you sooner I sent through an email? <A> Some managers have an "open door policy" (even if their cubicle doesn't have a door). <S> They invite their subordinates to talk to them directly whenever they have some concern or request. <S> Others prefer to be contacted in writing, so they can take care of things when they fit into their schedule. <S> Ask your manager what kind of communication style they prefer. <S> When your manager tends to forget about verbal promises they made, then it can be useful to directly schedule a follow-up meeting. <S> This creates a deadline for them. <A> Well, I don't work very well with interruptions, and I too-easily forget things, so what <S> I prefer is either an e-mail or, maybe better yet, a request to add something to my calendar. <S> But, "y'know, 'ask Bob!' <S> " <S> What works best for him? <A> I was agreeing with the idea of walking up to him, but looking at the cubical type setup you have, you may lose a bit of time walking over to his cube to find out he isn't there (this has frustrated me in the past). <S> So perhaps prioritize using Skype, and pay particular attention to the status too. <S> If his status states "busy" only disturb him for an urgent issue. <S> Otherwise, if his status is available, I would ask him if you can come ask a quick question. <S> I know, I kind of get annoyed when people ask if they can ask a question, but sometimes they are available but not at their seat <S> , you know?
| The preferred form of communication depends on the manager.
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My co-worker and I are quitting together. We should give notice together too? My co-worker and I will quit our current jobs to join another company soon (First work day is next year). We are experienced members of our project and there are many unexperienced new people working on the same project. We have to give notice to our current manager. I have two questions: Should we wait until it's closer to our start date to give notice? Should we give our notice together or separately? I am searching pros and cons and other valuables experiences to make the best decision possible. Thanks in advance. <Q> Should we wait until it's closer to our start date to give notice? <S> As has been said in the comments there isn't much reason to give notice beyond what is required in your contact/legal obligations. <S> Should we give our notice together or separately? <S> It's a little bit.. weird to do it together in my opinion. <S> Something many employers may take negatively - and while you are leaving this employer their's little benefit to burning bridges on the way out <S> so I would do it separately. <A> Spread out your notices by at least a week, if you both have the freedom to do so. <S> From what you've informed in the question, it seems like it'd affect your current company negatively if both of you leave. <A> Given how you re senior members of the project and most likely relied upon, I would personally go beyond the mandated time-frame of leave notice and inform the employer in advance. <S> Note that seniority of the position also makes it harder to fill so while for some positions a week may be enough, for others months are required. <S> On your specific situation, I would say a month sounds about right if you want to be courteous and leave the company on a good note that is. <S> Doing this allows them time to find your replacement and also have you train them/onboard them on specifics if need be during your time left there <S> assuming you re asked to do so. <S> Your employer will surely be grateful for not having to scramble at the last moment due to your courtesy. <S> I will also agree on the part of Motosubatsu's answer that resignation notices should be given out separately to avoid theories of mutiny arising, and avoiding potential conflicts with contract clauses about poaching employers/soliciting other employers away from the firm.
| Given the fact that you both work on the same project, are leaving on the same day and are going to the same company giving notice together may well give a strong impression of this being a co-ordinated move. Spreading it out by a week or two will give them the time to prepare/reflect on the same.
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Too many bad practises. Should I leave ASAP or I should to try to push my opinions? I was hired at an iOS position for a project, that has started 2012, which means a lot of legacy logic.The salary increase was good, and I had a good impression, that both guys working on this project are there for a very long time (7 and 4 years) Therefore I observe the following things: No comments at the source code at all. Big amount of massive view controllers. Business logic in App Delegate and tight coupling. No tests at all. Hardly any documentation in Confluence No time for any refactoring at all. PM wants new features and they make spaghetti. Test server environment, that works from time to time. No peer code reviews. The people from here know these issues, and they are very helpful for me. But I'm starting to think, that even if I'm very active on trying to push changes, these will happen after long battles or may not happen at all. So should I think for leaving the ship, or I have at least to try to fill some of the holes in it? <Q> I've said it before, I'll say it again: <S> Working with sub-optimal code and sub-optimal processes is, realistically, a necessary skill to develop in this industry. <S> It'd be fantastic if every company worked in a way where test coverage was consistently high, comments were clear, concise and relevant, everything followed a neat MVC pattern, release cycles were neat and well defined, time and effort could be spent on refactoring, code reviews were mandatory and thorough, etc. <S> The reality is not like that for many reasons. <S> If you bounce around jobs looking for that "perfect" process, you're going to hop from place to place constantly because nowhere will be good enough (and that's going to be a massive red flag on the CV later down the road.) <S> Instead, stick with it, fight for change only when you think there's a valid, obvious business reason for doing so, and ensure that the code you contribute is of good quality and well tested. <A> So should I think for leaving the ship, or <S> I have at least to try to fill some of the holes in it? <S> Two major things you bought up which you should judge your decision on. <S> Firstly, it is very worrying that things are not documented in basic ways, this will make your job difficult. <S> Mitigated by <S> Secondly this company has not only been around since 2012, but has enough extra work to be able to afford to pay you. <S> The people seem to be workable with and obviously you won't be under immediate pressure to learn everything. <S> They'll step by step you through tasks for a while. <S> Many jobs are not exciting stuff, they're slogging away for money. <S> Your decision is if you want to do that, or not. <S> You don't need to fill any holes. <S> You're not hired to change how things are done. <S> Refactoring is not always an option with live systems. <S> Great to do, and people talk theory about long term savings, but it's just not practical sometimes. <S> But if you start doing things properly, it may get noticed favourably and you could very well be given authority to implement changes. <S> These things take time. <A> There are two things to ask yourself. <S> First, can you complete your tasks and be productive with the situation you described? <S> If you can manage, then you might just fit in well. <S> If you think those issues will prevent you from dong your job, you might want to quit asap. <S> Second, do you want to put in the effort to change the company culture? <S> This will require extra work from you, as you will have to adapt to their issues, do your job and work on improving processes and documentation; on top of this, you will need to engage other developers at a personal level to get buy-in and build a relationship. <S> This takes time. <S> Do you think it would be worthy it? <S> Only you know this answer. <S> So, there are two components: <S> decide whether you CAN deal with these issues, and decide whether you WANT to work on improving the situation. <S> Think about how this experience, and what you expect to get from it, will look on your CV for your next opportunity.
| Learn to hold your standards high in such an environment, and use that as an asset for your career down the road. You can comment your work, document stuff and show an example, but at the end of the day the onus is not on you to do more than that.
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Dealing with a coworker making snarky jokes I work as a (male) data scientist in a small company (around 10 people, all males). My job is to provide tools for my coworkers to quickly get the information they need from our data to do their jobs. I have this coworker, lets call him Bob. Bob and I are both relatively young, around 30 years old. Bob is the type of guy who does not like changes. He knows what he is good at, and prefers to work the same way as he did yesterday. This obviously means he is reluctant to use my tools. Now, this does not really bother me, since I am not his boss so it is not really my problem that he is not as effective as he could be. What does bother me is that everytime I talk to him, or another coworker in the same room, about one of my tools, he comes with these snarky jokes on how my tools are useless. He says them as a combination of him finding them funny, and having an excuse not to use them, I assume. I have tried to stop these jokes by demonstrating several the tools to him, so get him to understand why they can actually help him. When that did not help, I did the exact opposite by never showing them to him, but that does not stop him from making the jokes, when I talk to a coworker in the same room about them. Given I work more or less fulltime on these tools, I cannot help but taking it personally when constantly having to listen to these jokes. How can I address this situation, without sounding over sensitive? <Q> What does bother me is that everytime I talk to him, or another coworker in the same room, about one of my tools, he comes with these snarky jokes on how my tools are useless. <S> You've tried the gentle approach of teaching him how to use these tools, you need to be firm and direct. <S> Next time he makes such a snarky remark, say something such as the following: <S> Bob, sorry to be blunt here, but I really don't appreciate these constant snarky remarks about my work. <S> Why do you insist on making them every time we discuss this tool? <S> If you think there's ideas you have which would improve the tools, that's great, and I'm more than happy to take those on board, but this isn't a constructive way of giving feedback. <A> However, I would avoid mentioning the tools as the tools are not the issue, the issue is Bob's unprofessional behavior. <S> Since you mentioned that you already stopped showing Bob your tools, you need to address him when he interrupts conversations that you are having with other co-workers: <S> Excuse me Bob, but I am currently speaking with Joe. <S> Out of common courtesy to Joe and myself, please do not interrupt us. <S> This addresses Bob's unprofessional behavior and it removes your tools from the equation. <A> For example: scenario: talking to a colleague about your tools and bob butts in with a rude comment. <S> Say to him <S> When you make that comment bob...what reaction are you looking for? <S> (say nothing. <S> ... <S> cue very uncomfortable silence from bob). <S> or you can say ' <S> *thank you for your input bob... <S> you say my tools are useless... <S> can you give a incident when they haven't performed up to standard? <S> (He might give you an incident)...then say 'thank you. <S> can you give me another incident? <S> ' <S> or you can call him out on his snarky comment 'bob <S> , I'm finding your comment extremely snarky, my work tools have provided significant value in my work. <S> You may not choose to agree <S> and I respect that's YOUR choice. <S> Still, please don't interrupt when I'm speaking with a college. <S> Thank you.' <S> Either way. <S> Bob will quickly respect your boundaries and keep his comments to himself. <A> IT is notorious for being snarky. <S> One nickname I had in here was "The Snark Knight". <S> It's best to learn to deal with it, and when appropriate, respond in kind. <S> Sometimes, the best response to snark is SNARK TO SNARK COMBAT <S> Standard replies to snark about your tools could be <S> Well, they do require a level of sophistication that not everyone has. <S> or Too hard for you eh? <S> or a nastier example if he's REALLY out of line. <S> Your worthless opinion as been duly noted. <S> The point is to push back without coming across as weak or vindictive, or the reply from bob will almost certainly be "What's the matter, <S> can't <S> you take a joke?" or something similar. <S> Bob is using snark to try to bully you. <S> Stand up to it, or it won't stop.
| A good way to deal with snarky behaviour is to address it head on in a tactical way. Being direct with Bob is the only way to address this situation.
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How to motivate team to be proactive on daily scrum? My question is related to this one but it is not the same actually. The context is the following: I'm the new manager of a new team, with 2 technical senior members. The rest of the team is new. We've started a sprint two weeks ago and we are trying to have a 10 minutes daily scrum. However, I can feel that they are less than motivated to attend the daily scrum, almost needing me to push them. To be honest, my problem is two fold, first we don't have that much to say on a daily basis. The second is more problematic, it is the passivity of every members to start daily scrum. It maybe related to the lack of things to say but it maybe related to something unsaid and that, I don't know how to deal with that. The questions with the answers I've drawn, are two fold: Would it make sense to make the daily once every two days as we seem to not have much to say on a daily basis? How can I ensure that the passivity to attend the daily scrum is not related to a low morale or worse, unsaid things? Thanks Update 1: Strader says that scrum is a poisonous fruit but like any framework, it needs to be adapted to fit the situation and not the reverse. Update 2: I talked to the team, asking them if we should shorten the daily. The stakeholder who happens to work with us and one of the team lead said unanimously, no, that we should keep the 10mn daily format. Thanks. <Q> Our team used to have daily standups as well. <S> (Long time ago, at $WORK, we started using Scrum. <S> We found it stifling, and moved beyond it, but we get certain things, like standups, prioritized backlogs, user stories, etc). <S> But we found it not working for our team, for two reasons. <S> First, we often had standups lasting 2 minutes with everyone saying "Still working on the same thing as yesterday and the day before". <S> Secondly, people felt the need for longer discussions; not about daily tasks, but about implementations, whether or not to implement requests from other parts of the business, and if so how, etc. <S> So we changed our schedule, and we have an hour long meeting once a week. <S> Whether that will work for your team, I don't know. <S> My point is that if daily standups aren't working for you, don't be afraid to try something different. <S> You can always go back to daily standups if something different isn't working either. <A> Would it make sense to make the daily once every two days as we seem to not have much to say on a daily basis? <S> If it is true that your team does not have much to say in the daily meetings, then probably the root of your problem are not the dailies themselves, but whatever thing is causing your team to not be able to work or make achievements. <S> Perform only one meeting every two or three days won't fix that. <S> How can I ensure that the passivity to attend the daily scrum is not related to a low morale or worse, unsaid things? <S> Well, this is very dependent to your situation and is impossible to answer in the vacuum. <S> However, if all the team silently refuse to show up in the dailies and you have to go for them, it very much seems that there are some kinds of frictions between the team members or they are just demoralized. <S> Or maybe they never worked using scrum before and somehow feel that the implementation of the new methodology is some sort of attack against the way they used to work. <S> In my career, I had issues with the daily meetings in almost all the teams I've worked on: usually because people provide too much detail or too little, but also because people were tardy or passive about daily meetings. <S> Talking about that in the retrospective sessions always helped. <S> Raise the issue calmly in the next retrospective and see how the team react. <A> To get things moving you should just go around the room. <S> Ask them to provide: <S> What did I work on yesterday <S> What am I going to work on today <S> Any blockers <S> We usually finished with a 16th minute for things that were outside development, like people taking time off, or a management announcement. <S> Over time you will get a cadence or pace going and things will settle in. <S> I have also seen it where we go down the list of issues that are in progress and ask why anything completed but not accepted has not been etc. <S> Not exactly by the book per say, <S> but you may need to roll with things. <S> Revisit at the retro each sprint and see what you need to 'tune'. <A> I've always look at SCRUM as a layered approach ramping up and down in intensity depending on how well you want to enforce it or let things go, however let's focus on the daily standup: <S> Set up a recurring meeting in outlook, the meeting should be early in the day, if folks get in by 9 AM, 9:30 AM would be ideal to hold the meeting, that way the disruption to the team is minimized. <S> Follow the standard <S> : "what I did, what I'm doing, and blockers approach", introduce parking lot items to encourage conversation, this may bring a software design element to the meeting, which you'll have to weigh against the timebox, these types of interactions require a strong SCRUM master to keep things in order. <S> Ensure remote members participate, working from home shouldn't be an excuse not to attend. <S> Have an interactive game with possible rewards, we use Jenga <S> , I've worked at a place where folks threw a ball around. <S> Bring up the sprint backlog during daily and use the board to engage team members on what everybody's working on as opposed to going around in a circle.
| I believe that scrum retrospectives are a good place to fix daily meetings issues. Ask someone to start then go around the room.
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Am I obligated to use a coworker's nickname? I have a coworker named "Bob" (not his real name) who keeps insisting that I call him "Shah". I don't think it's right that I be required to use what seems to me to be a silly pet name; the guy is already extremely creepy. He says that he "feels like he's being punished" when I call him "Bob". We work for a very large professional engineering company; am I off base here? I'd really like to know what others have to say about this. Thanks! To clarify some of the comments: he has asked everyone at work to call him Shah and some people do. The origin of the nickname has nothing at all to do with his origins or genealogy, it's that his that his sister called him that as a small child, which is part of my objection - it feels much more intimate than I want to be with him. I should say his given name is actually a very awkward name - one that just sounds a little silly or nerdy - and on top of that his middle name, a family name, is even worse! <Q> It depends on whether it's really a nickname that he always goes by, or some sort of power trip or strange form of harassment targeted only at you. <S> Assuming none of those unlikely factors are in play, you should call people by the name they choose to go by . <S> While most workplaces are on first-name basis by now, you wouldn't persist in referring to a colleague by their old name if they adopt a new last name after marriage either. <S> The general rule when it comes to names is that people get to decide what they would like to be called . <S> Within reason of course, slurs or overly grandiose nicknames are often frowned upon. <S> But good managers will quickly put a stop to those shenanigans. <S> So in regards to your main question: you are indeed off-base here. <S> If this is simply the name that he goes by, that is for all intents and purposes his "real name". <S> In some countries he wouldn't even require an official name change. <S> So in this case you should simply do the professional thing and use the name he'd like you to use . <S> This situation is trickier if it's a nickname only used within the team. <S> If that's the case this is more about team dynamics and fitting in than it is about respecting professional norms. <S> But if your entire team calls him "Shah" then it would likely be best to join them in that. <S> There's some useful reading on a related question " How to stop nicknames from being used? " <A> The key question here is is the person asking you to use a nickname for their own comfort? <S> If so, then you should be respectful and use their preferred nickname. <S> Of course, this is not the only reason that people ask for people to use nicknames with them. <S> Other possible scenarios: They want to be more personable or likable - use the nickname. <S> They want to be obnoxious (aka "call me Emperor Jim") - ignore them if it bothers you. <S> They want to harass (aka "call me sweetie") <S> - get your manager or HR involved. <S> With the few details that we have, I feel like it could be for comfort or for being obnoxious. <S> Maybe they're just really bad at being friendly with co-workers and don't know how their behavior comes across. <S> With that in mind, here's my suggestion. <S> If you are annoyed at the nickname just because you are annoyed at the idea of using a nickname, you should bite the bullet and call them by what they ask to be called. <S> Maybe if they are more comfortable, the workplace will be more comfortable for both of you. <S> If you feel that Bob is legitimately trying to be obnoxious, talk to them and ask why he wants to be called Shah. <S> If it seems like a legitimate reason, you should probably use the nickname. <S> As a general rule, though, it's best to assume people have good intentions until they demonstrate otherwise. <S> Barring any further information, it's probably best to just call him what he asks to be called. <A> It is not for you to decide. <S> My legal name (bank, tax etc) is Edward. <S> But everybody else calls me Ed. <S> That is my choice. <S> Would you like to be called some other name apart from your preferred name?
| You should just call him the name that he prefers to be called.
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Should I point out that a tool update will break our builds in the future? We have a build server at work that handles our software releases. It runs a particular version of the tools. I have updated my tools and noticed that my builds were failing locally. I investigated this further and I know the problem is caused by one of the tools, but I wasn't able to find an easy solution even though I know the exact cause. I have a fairly high work load right now, so I haven't said anything yet. I simply downgraded my own tools to match the build server. I am not looking to take on any extra work right now... I know the build server will get updated eventually (could be months, could be hours, it is about a year behind the official releases right now). Should I just wait until the builds start to fail to deal with it, or be proactive and deal with it now even though it's just adding more work to my plate? I am positive it will be dumped on me when it happens. <Q> Should I just wait until the builds start to fail to deal with it, or be proactive and deal with it now even though it's just adding more work to my plate? <S> It is always better to be proactive. <S> Even though you are full with tasks, you should inform this to your team leader or manager ASAP, so this can be taken care of. <S> By doing so, you could spare your whole team and company future issues and bugs that could come out. <S> You could also spare them from monetary losses resulting from downtime due to the bugs. <S> Withholding this information is just a big trouble waiting to happen (and could backfire to you if you don't report it and it fails). <A> Should I point out that a tool update will break our builds in the future? <S> Yes you should. <S> That way, your boss can find a way to remedy the situation, or defer the problem to later - perhaps by not updating the tools until there is sufficient free time to deal with the problem. <S> And if you are worried that something will be "dumped on you", then you just make sure to work with your boss to have them help decide what should come off your plate at that time. <A> To put it simply, it's a bug. <S> There's nothing exceptional to it. <S> So register it in your bug tracker and continue with your assigned tasks. <S> Let the organization unleash its full power (ahem) and handle it. <S> When you work on it in future, don't look at this in negative light: it could be that fixing bugs is your job. <S> (If your organization penalizes people who file bugs, it's a wholly different topic. <S> Similarly, if your organization's net effect is negative when it comes to helping you fix the bugs. <S> I can only hope it's not the case.) <A> I am positive it will be dumped on me when it happens. <S> I would defer it until I have a solution, it always best to present a problem with a solution. <S> Unless I was solely responsible for the server in which case I would be controlling when the tool updates anyway. <S> The main reasons I would defer it is that quite often tools with problems are fixed in the next update. <S> This would solve my issue for me. <S> If it did get dumped on me, my immediate solution would be to roll back to the old tools and contact the vendor for assistance.
| Do inform about your findings, and document them if possible. Quite probably I would just resolve it and wouldn't even mention it as it is a fairly common issue with simple resolution strategies, no need for any drama.
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Salary expectation and negotiation after a gap in career I am an Indian female who was into software development for quite a few years and later took a break of six years. I plan to come back to the industry now. I have learnt the latest technologies that are used these days, latest versions of languages/tools that I worked on earlier. I am confident about my skill set. I have done research on what the compensation range is these days who have a similar skill set. I have taken a lot of pointers from workplace SE and learnt a few more things as well. With all this info in hand, I have set out on a job hunt. For the uninitiated, a part of the process, here in India, involves the recruiter gathering details about my last drawn salary and expected salary among other details. After applying for a few companies, I have observed the following. Not mentioning my last drawn salary and saying that 'I do not wish to disclose ' does not help. They need that value and it is later verified after the candidate joins the company. The company takes a copy of that salary stub, employment letter etc. Companies give a 20-30% hike on my last drawn salary. It does not matter if the last drawn salary was a month ago, an year ago, or six years ago. No matter how good my skill set is, this is the range that they would stick to. If I state my expected salary as per my research, my CV is rejected right away. Career gap is mentioned innumerable times by the recruiters and they expect me to settle for the hike as mentioned above. I really wish to be in the current market salary trend. I am confident about my skill set and my abilities. Gap was and is never a reason for me and I can pick up stuff at a reasonably good pace. Question After reading few other answers from this exchange, I have learnt that I should not lower my expectations. But, how should I approach my current situation? Edit: I understand that it is not reasonable to expect me to be in the same salary range of those who are already in the industry. Though I am not expecting to be exactly in that range, a -30% to -10% of the current market standards is what I am expecting. At the same time, I have considered the inflation too and put forward the same to the recruiters. None of them consider the inflation factor. How should I put across this point in a more reasonable manner? P.S: I am unable to add a new tag. Anyone who is eligible to add new ones, kindly add career-gap or career-break to my list of tags. P.P.S: Mine is not a duplicate as suggested. This is very much specific to the Indian region and also the career break comes into the picture. <Q> I am not from India, so please take this with a grain of salt. <S> Here is what I would do in an European work environment: <S> Take any job you can get - just to "get back in the game". <S> If you can choose, choose the one which interests you the most or promises the most pleasant work environment. <S> Forget about salary for the moment. <S> Accept the sub-par salary they offer, but communicate clearly where you want to get to, in 6-12 months. <S> After 3-6 month, schedule a meeting asking for a performance review and about your salary goals. <S> Now, there are two possibilities. <S> Either your current employer is willing to meet your expectations or you have to go on a job-search once again. <S> You are always in a better negation position when you already have a job. <A> The thing is despite your self-learning during the break and confidence in your own skill set (which may well be justified) it is the confidence <S> a potential employer has in those things that ultimately matter and compared with another candidate who has the same listed skill set but actual substantiated work experience using those skills in the last six years you are going to be at a disadvantage and to pay you the same as the market rate (which is generally assuming current working experience) would consequently be a bigger gamble. <S> If you were coming up against a candidate who was comparable in all respects other than the gap and asking for the same money 99/100 <S> I'd expect the other candidate to get hired so realistically <A> IMHO, it is hard to break back in to industry. <S> You should consider a lower entry salary for one of the less desirable employers, <S> And, as soon as you get a job and first paycheck, look for another one with your current salary as base. <S> Repeat required number of time in 2-3 months intervals until you get what you want in the salary / employer department <A> I agree that you should keep your salary expectation close to what is customary today in your field. <S> Have you considered becoming freelancer instead of employee? <S> (provided you're comfortable to take this step) <S> If you become self employed you shoulder some expenses like health care, taxes etc. <S> thus allowing for a completely different wage expectation. <S> This way you also won't have to disclose your previous salary nor the gap in your carreer. <S> If you're able to work outside of your city or India have a look at other markets.
| I think you need to incentivise them to pick you - and the most obvious way to do that is to make yourself "cheaper" by dropping your expectations. You may be able to step into a new role tomorrow as if you've never been away - but there is a substantial risk that you may be rusty in some aspects, six years is quite a long time! Also there might be remote work that you could do on project basis.
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What if I don't have earbuds for my online interview? I'm doing an online interview soon and they requested I use earbuds. I don't have any and I don't have the money or gas to go out and buy some. I do have access to larger headphones, big clunky ones that cover your ears. It's all I have though. Will it work or will I be disqualified for not having earbuds? <Q> You should be Ok - I will think this is a minor thing and after a minute it will be forgotten about. <S> Anyway - good luck. <A> Most people's computers are hooked up to speakers. <S> But this can cause problems when you're doing an interview over the internet: the sound from the speakers can be picked up the microphone, creating either a feedback squeal or an echoing effect as both of your words get played a few times before fading to silence. <S> I can tell you with near certainty that the reason they're asking for 'earbuds' isn't because they specifically need 'earbuds' for the process. <S> It's because they've run into enough audio problems that they just ask for them up-front in order to save time and hassle. <S> So regular headphones will definitely be okay - <S> it's still handling their core business need (no audio feedback/looping.) <A> They almost certainly requested that you use earbuds to avoid the common problem of computer speakers creating feedback. <S> If you feel the need to say something, you could say, You asked me to wear earbuds, but I only had these headphones. <S> I hope you can hear me OK. <S> If the interviewer were upset about this for some reason, that might be a red flag that this will not be a nice company to work for. <S> Many people, including myself, use full-size headphones in professional videoconferencing settings. <S> Your choice of clothing and your lighting are far more important.
| Just wear your headphones and they will probably think nothing of it.
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Can you safely go to HR about issues with management? I work in Maryland, USA and have been working with a company for almost 10 years. For about the last 3 of them, I've been warned about, a newly hired regional manager that had eyes on me by my direct manager. Never mentioning anything about my issues with said individual myself. Since then, I've been even more careful about documenting my work, just in case the day would come when I would need to defend my integrity and my job. I've fended of harassment and accusations ever since. And in good faith (more like desperate hope) that the professionalism and understanding of the way my job works, I just kept my position on things and hoped we could come to some mutual ground. Fast forward to today, under a new direct manager, that day has come. I have been presented with documentation on my "lack of performance" noting wild and untrue accusations. Thankfully, I have documentation that disproves it. But I can't help but feel that even though I work for a well established company, I have few people in my corner willing to even at least mediate this issue fairly, simply because this has gone on for so long and nothing has been done about it before. Is it safe to go to HR about this? I don't know for sure, but it feels like I'm not very significant on the food-chain if this abusive behavior goes 2 levels up and is ignored. <Q> HR is not and never will be your friend. <S> They can possibly help you remove these notices if they feel this is necessary. <S> However, keep in mind that your manager might have done this on purpose because for whatever reason he might want to get rid of you. <S> Going to HR will not fix this relationship with your manager, but might save your butt from possibly getting fired. <S> You might want to ask yourself in the following months if you want to keep working at a place where you are labelled with untrue accusations for whatever reason. <A> Slightly different spin: HR is not your friend, but they can be useful if leveraged the right way. <S> The main purpose of HR is to make sure that all federal laws and rules are being followed (within reason) and that the company doesn't get sued. <S> Anything that feels like a legal exposure risk will get you a lot of attention. <S> Maybe not positive attention, but they are unlikely to ignore you. <S> It's possible that your situation could be interpreted as "harassment". <S> A harassment law suit is a nightmare for any company: it's very expensive and a PR disaster. <S> Keep very detailed notes on any interaction and then take your notes and your existing paper trail to an employment layer who is familiar with your local code and process. <S> Let him assess how "actionable" this may be. <S> You DO NOT want to sue the company but you want to create the impression that you can! <S> Then go to HR. <S> Describe what has happened, why this is not acceptable to you and what would need to happen to fix it. <S> You do NOT want to threaten legal action directly, but you should weave in that this is a possibility. <S> A sentence like "in reviewing this with my lawyer, we felt that this action was bordering on harassment". <S> This will set off terror and alarm in any HR person. <S> Once HR is concerned and you have their attention, they can try to go two ways: Either they actually address the issue or they will try to manage you out the door. <S> If they fix it, you are good. <S> If they want to manage you out the door, you can try to get a really nice severance package out of this. <S> To get the package you will have to sign paperwork that prevents you from suing. <S> That paperwork is very valuable to HR <S> so you can use this to negotiate a good package. <S> No money, no signature. <A> Consider your position. <S> Management is either trying to get you to resign (probably to save on unemployment insurance) or excuse freezing your pay until the Antarctic ice cap melts. <S> Realistically, what can HR do to you that isn't already done? <S> You have documentation of your performance. <S> This is good. <S> (What's even better is if you have access to it independent of work, so if they walk you out the door you don't lose it.) <S> Find out how you challenge such an evaluation <S> (HR will tell you that) and do so. <S> Try to stay calm. <S> You're providing evidence of serious mismanagement, so you don't need to tell them anything further. <S> Whether anything will be done about the mismanagement is something neither you nor HR has much say over. <A> Well, as many of us say here: HR IS NOT YOUR FRIEND <S> That said, you were very wise to maintain a paper trail and you have a very realistic idea of what is going on in your workplace. <S> It is rarely safe to go to HR, but you may be in the position where it is needed. <S> Regardless of any other action, protect your self by doing the following: <S> Update your resume. <S> Put out a few job applications <S> Start networking with people in your industry. <S> Do some self-promoting in your company. <S> Become more than a face in the crowd Build such a reputation that no baseless accusation about you would be believed. <S> Pick up <S> THIS BOOK <S> NOTE, I am not in any way affiliated with the company or author Reach out to an employment attorney. <S> Then, go to HR with your evidence. <S> This will likely not save your job, but it will put you in the position where you can negotiate an exit where you might get some severance and a recommendation. <S> It is never easy to go against someone above you, and two steps above you, even more so. <S> I've done it myself, but you need to be VERY careful. <S> I don't mean to paint a bleak picture, just make you aware of the worst case scenario. <S> HR may well run with what you give them, and since you've documented everything and been very diligent, the odds may be in your favor, just protect yourself in case things don't work out. <S> That's what I did. <S> BTW, in my case, it was me vs a DIRECTOR, I won, but it wasn't easy. <S> But if you are careful, as you have been, you may win as well. <S> Good luck.
| I don't think complaining about management to HR will help. It's unlikely that they would directly fire you since this creates an even bigger legal exposure risk: Getting fired after making a reasonably well founded harassment complaint is frowned upon by most judges. You have very little to lose by going to HR, and could potentially win something useful. If you really have solid proof that all the lack of performance notes are untrue, and you can provide documentation of this, you can go to them.
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What is the way to give back stolen money to my boss? I am working in a company for 2 years now. The owner is my father in law. Last year I was having money problems. My father in law trusts me a lot, so I was able to steal some money from the company in a way that nobody knows where that money has gone. But now I really fell regret on my act and I want to return that money to my boss. But I worry that when my father in law comes to know that I was a thief, it may harm my family relationship. Maybe he can also stuck off me from from the company. So what are my options? <Q> Don't use a handwritten note, don't drop it off where only few people have access to (like his office), don't send it via mail since it could get stolen. <S> A case could be made for honesty, but (as you guessed yourself) this could have serious consequences both for your professional and your private life, so I cannot in good conscience urge you to do that. <A> Well, I won't berate you about having betrayed your family as you already know that. <S> I think returning the money anonymously as E.T. suggests is a good idea if you think your bonds with your wife and your father in law would break by confessing (what I would suggest). <S> Especially if you were asked before and denied any knowledge of the money's whereabouts. <S> Should you decide to go with E.T.'s suggestion <S> keep in mind that you also keep on the look out for security cameras that could pick you up while dropping in the envelope. <S> You also shouldn't print out the note with your own printer either! <S> They print a unique ID code not visible to the human eye on every page nowadays. <S> Maybe an internet cafe,an old school typewriter or some kids text stamping set?(that you get rid of afterwards) <S> The more you stole, the more diligent you should be in returning the money. <S> I say this because a) you might get discovered, ultimately caught leaving the money or b) <S> the money,note or envelope might be traced back to you if your father in law is very adamant to find out who stole from him. <S> You also need to have a plausible reason ready why you are / were at the mailbox of your father in law (or wherever you leave the envelope) in case someone spots you, maybe even recognizes you. <S> Also, do other employees know where their boss lives?If not it is even more important to leave the envelope where it isn't easy to deduct that you were the one leaving it there. <S> At least I assume <S> (hope) <S> you learned your lesson and in case of future financial problems you include your family and ask for their help if your relationship is such that this is possible. <A> If you were able to steal money in a way nobody would know where it had gone, can you not reverse the process and add money in the way that nobody would know from where it came? <S> Add the money slowly until you return the amount you took (plus a little interest).
| Put the cash in an envelope, add an anonymous note telling of your regret for this theft and drop it off in his mailbox.
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Is this a silly reason to want to be better at my job? I recently started a new position as a software/electrical engineer at a mid-size tech company. I have a dual degree in Computer Engineering/Computer Science (BS CECS), and a Masters in Education (M.Ed). I left the tech field almost 10 years ago to become a middle school math teacher and give back to my community using my tech skills/abilities to make math more fun and engaging for young students. I worked hard to earn my Masters so I could be a more effective teacher, and I had a wonderful time teaching, but education doesn't pay the bills, so I left to rejoin the tech field. Upon my hiring at the tech company I was thrust into new programming languages, new projects, and other things that are WAY over my head, and I often times feel like I'm drowning. Because of my lack of knowledge on a lot of things I am often looked over and bypassed for my colleagues when others, outside the engineering department, have questions pertaining to things I'm working on. It's a little annoying because the questions they ask are questions I feel I know, and I am a people pleasing personality. So I want to please others and feel included in my new work environment. My question is - is it wrong to want to be "that guy" that everyone comes to for their solutions? I feel my drive and work ethic is through the roof since my hiring, and I am constantly looking for new ways to improve my coding, installation, maintenance, and all around knowledge of all things in my department. I want people to come to me and ask my my opinion/help/whatever. Is this a silly reason to want to be better at my job? What are other things I could do to become "that guy?" <Q> Is it wrong to want to be "that guy" that everyone comes to for their solutions? <S> It's important that you do not try to horde all of the knowledge too. <S> The engineers that advance in their careers are the ones willing to learn new things and teach other people those new things. <S> Because of my lack of knowledge on a lot of things I am often looked over and bypassed for my colleagues when others, outside the engineering department, have questions pertaining to things I'm working on. <S> You are still new to the company and you haven't developed enough clout yet. <S> This will come with time, but speak up in the meeting or to your manager if you think you can help. <S> Keep in mind you'll start to see people coming to you for answers typically when you have been at the company for 6 months to 1 year. <A> is it wrong to want to be "that guy" <S> This is something you earn over time. <S> You don't fall into it just because you want to. <S> You get there by earning trust and respect for your knowledge and competence. <S> Trying to be 'that guy' actually makes you 'that annoying person who is always telling me how to do things properly like I'm an idiot' . <S> It's not totally about popularity either. <S> You can be that guy for small issues and have a guru who no one likes who is the real 'go to guy'. <A> Are you wrong for wanting to be the go-to guy for some aspect of your company's work? <S> Certainly not! <S> It's the way you make a name for yourself. <S> It takes a while to get there. <S> You might start by picking some area of of your company's work that's neglected. <S> Then, educate yourself on it. <S> Maybe you can even get the company to spring for a training program or trade-show visit. <S> Ask your supervisor to give you assignments giving you experience in that area. <S> You also should consider investing in your own training. <S> There are plenty of free online resources, and some modestly priced paid ones. <S> Pluralsight and Safari Books Online are just two <S> (I have no relationship with either outfit other than customer). <S> Don't sell your teaching experience short. <S> Your decade of experience engaging thirteen-year-olds and explaining stuff to them means you have rare and valuable skills in engineering: <S> the knowledge of what's obvious and what isn't, the chops to make it accessible, and ways of knowing whether your audience "gets it" or not. <S> Who knows? <S> Maybe you'll be a renowned system architect in ten years, because you're able to explain what needs to get built. <S> Be patient with yourself: you'll get there.
| There isn't anything inherently wrong with wanting to be the person with all of the answers as long as you realize sometimes you won't have the answers and be willing to learn from someone else. Become the best at something and you become that guy by default. That is an excellent aspiration, and you should never give it up.
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What will motivate management to address operations shortfall? The business I work for is a restaurant (franchise, one of 80+.) In 3 years it has rarely operated with a full staff because attracting workers to this location is difficult. My question is about how to best handle the problem of seeing that all the work to be done gets done. As I see it, management has the choice of: A. Accomplish only the minimum needed to operate lawfully and meet health codes; B. Paying higher wages to attract and hire more workers; C. Asking/requiring employees to work overtime to accomplish all work normally tasked to be done; D. Operating at a slower pace serving guests and allow more time to accomplish non-essential work such as washing windows, cleaning vents, organizing stock, vacuuming, grounds maintenance, etc. (not to mention training,) all of which are now suffering. Of these, only A. has been implemented. Neither B. nor C. have occurred and D. is considered simply out of the question. This is a booming location but they don't treat it any differently than the others. What will bring management to accept that something has got to change? Maybe as far as they are concerned, it doesn't. <Q> What will bring management to accept that something has got to change? <S> Lack of success in what they are doing will tend to convince management that change is needed. <S> In this case "success" is defined on their terms. <S> In some companies, "success" is defined by attaining an annual bonus. <S> If middle management gets bonuses based on sales revenues, then they will do things in an attempt maximize revenues to the expense of other tasks. <S> My question is about how to best handle the problem of seeing that all the work to be done gets done. <S> When management is properly incentivized toward "seeing that all the work to be done gets done", then it has a better chance of happening. <S> My guess is that management is being told to focus on other areas, And my guess is that they are doing what everyone would do in the face of too few resources and took many tasks - focus on the ones with the highest expected return for them personally. <A> You need to talk to them using "money talk". <S> Explain (with numbers) that it would require to hire cleaning agency to do the things that is not required from restaurant staff (never, ever as a waiter or greeter <S> I had to clean windows or vents) <S> so the staff can focus 100% on their work (preparing meals, serving customers etc). <S> Or how much time is wasted by staff not serving customers because they need to do other things (again, an hour of work can be easily translated in money that is lost). <S> You need to remember that you cannot show a possible problem (health codes can not be meet) and <S> demand to have cure for it now. <S> 90% of people will act " <S> we don't have this problem yet <S> so there is no need to spend money on it". <S> You need to show a solution to an existing problem (trying to get the minimum to operate lower the time people are on the floor earning money for the company). <S> Again, all these can be presented in number, this and this amount we are loosing, this and this amount could be earned if we had more people on the staff. <S> Have in mind that management will likely go with solution C to these problems. <S> And you need to be prepared for that. <S> Explain why the problem is not amount of hours but amount of tasks to be done in same hour. <A> It's a matter of demand and supply. <S> If the restaurant gets enough staff to provide the bare minimum and still makes an acceptable amount of money, the management won't have many incentives to change their strategyBut if you want to attract people to that remote location, you will need to:1) increase wages to accomodate for commute time and travel expenses;2) justify this expenditure to management by providing evidence of higher profitability. <S> I would suggest, as a compromise, to introduce a new benefit for long-distance commuters, e.g. if your daily commute time to get to work is beyond one hour in each direction, the company will pay that additional time pro rata plus a bonus. <S> E.g. <S> if you are paid $10 and hour and the commute is two hours in each direction, the employee will get a pro rata bonus of $20 for the day, plus X% extra. <S> To pay $25 extra, or even $50 extra, per day is nothing if it allows serving more tables, preparing more complex dishes and increasing efficiency in the restaurant operations.
| If they are incentivized toward profits, they will attempt to maximize profits.
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Childcare and remote working I work at a small company and am part of the internal development team (10 of us). Our team structure is as follows: 1 manager 2 testers (1 remote, 1 office based) 6 developers 1 product owner A tester recently joined our test team after a promotion from another team within the company, which was previously an office-based role. Last year they recently came back from maternity leave to start a family and have her first child, after also moving 4 hours away from our office when she started working remotely. In the morning, we hold a meeting over Skype where you can hear the child in the background of the call nearly every day. The employee does not seem engaged with the call, and misses key cues. My moral dilemma here, is that essentially I do not believe that the new tester is pulling their weight in this new role , for whatever reason, and that after 8 months of being here, a lot more progress and engagement should have been made than it has. It is a difficult situation to be in as this employee was very good in her previous role, and has been with the company many years, and has a good reputation. Do I have any right, or would it be any of my business, to mention something about this to my manager? <Q> Performance is a subject for an employee and their manager. <S> On the one hand, you want your team to succeed. <S> On the other hand, this person's home life, and their performance (and how participation in team activities may or may not affect their employment), is essentially none of your business. <S> Focus on your own work, and when obstacles arise with your work, communicate about them with your manager. <S> Let the manager focus on issues with other employees. <S> There may be extenuating circumstances. <S> This person may have other duties you're not aware of. <S> There may already be a performance improvement plan underway with the other employee. <S> In other words, there's a difference between, Hey boss, isn't it bad that Sally's kid is crying in the background all the time? <S> and, Hey boss, we are struggling to meet this deliverable because there isn't enough bandwidth on the testing team. <A> do I have any right, or would it be any of my business, to mention something about this to my manager? <S> If it's affecting work you should mention it from the angle of timeframes, not the child. <S> Quite a few people become much less efficient when left to their own environment and schedule, not just parents. <S> Not everyone slips into remote work easily. <S> Your colleague does have a perfectly understandable reason and should be given some leeway on purely moral grounds. <S> But the work does need to be done, so if it's holding things up it needs to be factored in. <A> You're in a small company, so boundaries between roles are usually more relaxed and informal, and it's tempting to act as an impromptu boss and try to judge and solve this kind of issues by yourself. <S> However, I strongly advise you to not do so. <S> You should first consider the following: Is your own work performance being impacted by this person? <S> Is she reporting or answering to you in any way? <S> Does the fact that you can hear the child in the background, or that this employee seems a bit unresponsive impacts how well you can understand and participate in meetings? <S> From what I understand reading your question, all those answers are no. <S> This means you shouldn't bother, and raising the point to your manager might very well work out badly (or more probably not work at all). <A> essentially I do not believe that the new tester is pulling their weight in this new role, <S> Do I have any right, or would it be any of my business, to mention something about this to my manager? <S> Unless you are the tester's manager, then it is none of your business. <S> It's up to the tester's manager to deal with the effectiveness of this tester, it's not up to you. <S> And you seem to imply that the manager doesn't notice how much work this tester is doing. <S> You are almost certainly incorrect about that. <S> You do your work. <S> Let the tester and the manager do their work.
| Your perception of them being distracted may reflect that they're working on other tasks and may have nothing to do with the child. If this person is an issue to your own tasks, then report those exact issues to your manager, and let him decide what to do.
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Should I convince a recently recruited colleague to use the technical tools everyone else use? I've recruited a junior profile, recently. So far, so good, tenacious, learning and willing to stick the hours to do so. However, one thing is a bit irritating to me and the other members of my team : He doesn't want to use the tools that all of us, use and that have been defined by the sysadmin. All of our workstation are in Linux and we all use zsh. However, he is very insistent on using some new bash, saying he feels more comfortable with it. The issue is that when we have code reviews, the tools he is using are not configured properly and we waste precious time, retrieving info we should have at hand. And there are a few other things that he is doing his way, instead of doing the team's way like using DuckDuckGo instead of using Google, to search for technical knowledge. The issue is that by using these tools, we are often wasting time when retrieving info the name of the branch we are using in term of development, info that are available on my zsh and the zsh of my other team members. The other issue is that he is not proficient with the tools he is using. As my team is new and our company small, there is no real procedure on which tools everyone should use. Everyone use the tools he wants. My questions are a bit sequential: Should I ask my junior profile, to abide with our way of working? I'm not really fond of imposing things but in the same time, this is work where we should have the same environment for everyone to gain efficiency, instead of originality. It is also a way to say that you are part of the team, not some loose spirit who works his own way. In a bigger company, if someone wants to use a tool, there would be proposals for new tools and discussion to implement it. As a smaller company, we have no procedures, everyone wants to use the tools he wants to use. Should I define some basic procedure with our sysadmin and ask my colleagues to submit him tools ideas and let the sysadmin, do some optimisation before making it available to our colleagues? Thanks Update Many thanks for your feedback. After reading all your answers and comments, Gnasher, Fattie, Brandin, Joe , Simon and Emil, I think that what we , as a team, need to have a common work framework with common tools , when working together in particular context. When we are doing peer code reviewing for example, we need to have the same windows, the same shell. It makes the collaborative work easier. However, when you are on your own, you are free to use whatever tools you want to use. <Q> What you are really discussing is not what shell and search engine should be used (I personally use Bing because I don't trust Google one bit), what you are discussing is who has the power. <S> You want him to do the work the way you want him to do it. <S> Tell you what, if you joined my team you could say goodbye to zsh <S> - <S> oh no, you wouldn't, because I don't try to force my preferences on others. <S> Joining a team and then being told that you are not allowed to work the way you like it, just because of someone else's different preferences (because frankly the reasons you gave are very unconvincing) will not help with the person's job satisfaction and will just make them want to leave. <A> Yes, but only where it matters. <S> What search engine someone uses makes no difference to the finished product. <S> Neither does the text editor they prefer. <S> If it causes compatibility issues where one person's code won't work (compile/run/whatever) on another person's system, then that matters. <A> You've stated this new developer isn't proficient with his tools. <S> So he has no case. <S> Your question is broadly phrased as "Should I let a new developer use his tools over the team's standardized tools" but really you are asking, "should I let a noob developer that doesn't know how to do stuff, shoot himself in the foot and waste our time, or should I enforce team standards and make him more productive at the same time?" <S> Easy answer to that. <S> The answer is "make him more productive and show him at the same time why companies have standardization". <S> You're the experienced developer. <S> He is a noob. <S> Teach him. <S> Don't let him "unteach" you.
| In bigger companies, there will be an approved tool set, with a process for evaluating new tools when people ask for them.
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I’m 38 and still no career. Times, running out. Please give advice As the title says, I’m 38 and still haven’t found an IT profession where I’ve excelled in. I’ve been battling with depression a majority of my life which has slowed my progress in life down to make something of myself. I hate the fact that I have this thing over my shoulders and it’s a constant battle most days. I’m extremely frustrated with myself as I can’t find a way out of this. I haven’t been employed in an IT role for several years (2015) and during this time I’ve had several long periods of unemployment. I’ve registered with job agencies to do anything but the jobs are not IT related and are just temping work with no job security. I’ve tried to get back into IT again with having several job interviews, but I’ve failed miserably in them due to my performance of being nervous and having anxiety. I have a degree in IT with several positions in the past as a Front-end dev, but these positions didn’t really allow me to expand upon my programming skills. They weren’t heavy coding positions and were mainly just maintaining websites with the occasional development tweaks here and there. I have a reasonable foundation of html/css and basic skills in JavaScript. But I don’t feel confident that this is enough to get me back into IT again. I haven’t really kept up to date with these skills! I have always struggled with the programming aspects of things and I don’t know whether this is because of the opportunities I’ve had haven’t allowed me to grow in that area or I’m just fooling myself that one day I will get it. I’ve even tried to apply for a Dev Apprenticeship to get my skills to a point I feel comfortable with again but having already practiced in that area the Government won’t fund someone who’s worked in that area before. They will only fund someone who wants to work in a different IT discipline. I really don’t know how to move forward from this. I’ve been looking at other paths of IT such as Software Testing, DBA or Network Engineering. Do these careers have a bright future? Web dev seems to be one of the careers that’s always on top and the job market is always in demand. I would appreciate if anyone could give me some great advice. Many thanks <Q> I’m 38 and still haven’t found an IT profession where I’ve excelled in. <S> Additionally to the previous good answers, I would like to add <S> : You shouldn't search for a profession you will excel in. <S> Striving for perfection is good, but it can paralyze sometimes. <S> Tell yourself that "done is better than perfect". <S> You don't need to be very good or perfect. <S> It's enough to be ok at the beginning - or even not to be ok but to learn quickly. <S> In most jobs, you will commit mistakes. <S> The trick is to 1) learn from them and 2) to control your work so that you catch most of your mistakes and correct them before submission. <S> Focus on what you can, not what you can't do. <S> I’ve failed miserably in them due to my performance of being nervous and having anxiety. <S> Go to your local toastmasters club and make a speech. <S> Or attend meetup.org meetings with people you don't know, during which you need to present yourself. <S> Do whatever you can to meet new people. <S> Observe how people - especially self-confident people - behave. <S> Give yourself goals. <S> For example, I used to be horribly shy and felt inferior to people during my M.A. <S> So I told myself I would ask at least one question during every seminar. <S> After doing that several times you are so used to it that you don't care anymore. <S> When we don't interact with people much, the mammoth grows . <S> Work on your skills. <S> This creates confidence. <A> First of all, it is great that you are seeking help! <S> On top of advice given by DigitalBlade969 , I'd recommend starting low and climb the ladder little by little, at your own pace . <S> It's not a shame taking an entry-level position — even at 38 — and, if you have good explanation about why you're doing it (see advice on this site: <S> e.g., How do I explain being unemployed for nearly two years due to untreated depression , or Returning to work after long term disability , …), you'd have serious advantages (maturity, …) <S> compared to younger candidates. <S> Reason for my advice is that, imho, it's better to over-perform in a "smaller" job, that getting drown in a prestigious position . <S> You'll feel better and enter a virtuous circle — I gather it is something you now value more than a few more thousands in you salary; and I'd totally agree with you. <A> Firstly you really should make sure your health is in order. <S> If you haven't yet, get treatment for your condition and create surroundings that are a positive influence on your well being. <S> If you live in a country where you are eligible for government support due to unemployment or your condition use the funds you get to take your time in finding something that you really enjoy doing in IT or related areas. <S> Nowadays there really is no one true path to achieve something. <S> It is a blessing and a curse though at the same time as it makes it sometimes hard to find your way. <S> Also, rejections are common. <S> Keep applying at companies that you'd like to work for. <S> If possible look in other cities, even countries if you feel up for it.
| Chances are if you enjoy your work you not only will excell in it but also will become sucessful. Do two things: Try to learn to interact with people with self-confidence also out of the interview context.
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