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How can I convince my boss that I'm unqualified for a project? I'm a junior "data scientist" at a research lab. I have a background doing bioinformatics/image processing research and I have a degree in electrical engineering - I've never taken a CS course. My boss isn't technical, and he's assigned me a project that I can't do, and have no desire to learn to do. He had someone in 1998 create a program that ran on Windows NT that collected data from a machine in real-time, down to microsecond accuracy. Now he wants it to run on Windows 10 and he's assigned the migration to me, along with a bunch of high-level features. I've been struggling with the project on the side for several months and I've gotten nowhere. It's in some version of Windows C++ - I've never used C++ of any kind, and I'm not familiar with Windows OS programming; Here's an example of how little I know. It's split into thousands of C files and headers and I can't decipher any of the few comments or the coding style, and I have no documentation. I don't think that I can complete this project for him, but since I'm the "programming guy" at the lab he thinks I can. How can I convince my boss that I can't do this project? He asked me for a deadline the other week and I told him I can't give one since I don't know what needs to be done and I don't know how to figure out what needs to be done. Please note that I'm not looking for advice on completing the actual project, or how easy you think it is. This isn't an XY problem. I'm not able to do it and I need help getting my boss to believe me. <Q> You should have said right away you can't. <S> NOW <S> An email is in order. <S> Write in short sentences, maybe even a few bullet points. <S> Unfortunately the task has proven to be very complex and has an adverse effect on your data analysis assignments. <S> List something like. <S> You're not a Windows application programmer. <S> Your courses didn't cover C++ programming, nor Windows and Android/iOS development required for this app and the features he'd like implemented. <S> Your expertise is ...(explain what your qualifications entail, not just the title). <S> If he asks why you took it on (huge mistake <S> btw.),let <S> him know, that you took on the task because you wanted to help him out and thought you could adapt and expand your knowledge to finish it. <A> Of course, as Boss asked you to do this, you should have said: "I am completely unable to do that, I have absolutely no knowledge whatsoever of Windows programming." <S> Here is the best approach I can think of, to try to fix this unfortunate situation today: <S> "Hi boss, you know that Windows programming task you mentioned back in July? <S> While doing my work I've been spending some time on the weekends looking at that project. <S> As far as I can work out, it seems to involve programming in c++. <S> I know absolutely nothing about that field. <S> Is there anything more I can do to help on that specific project? <S> As you know I'm very busy on A, B, C, but is there anything I can do?" <S> Hope it helps and happy new year! :O <A> 5 months is a long time to have zero progress on a project. <S> I don't really see why you have no progress at all if you're the 'programming guy', you may be thinking of it the wrong way. <S> Just because it's written in C++ doesn't mean your solution needs to be identical. <S> It's a lot easier to see what needs to be done and rebuild, then to plan out a program from scratch, so if you can do it in another language you should have done so. <S> If you just have no interest in doing the project then plead your case from the angle that you do not have the requisite training to do that sort of programming and haven't gotten past the planning stage between your other work.
| You need to tell the boss that this is out of your field of expertise as soon as you can.
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Would it be beneficial to my career advancement to upgrade my workplace designation? I'm in a software company for 3 years. During this time I've successfully upgraded my designation from Jr. Software Developer to Software Developer. In the meantime, I've also further upgraded my development and programming skills. Now, using the skills acquired during my time there, I've developed several Hybrid and Web applications including freelance work. Now, our appraisals are approaching and this is also an opportunity to upgrade my designation. After searching on the internet I think my designation should be Full Stack .NET Developer. Apart from the technical requirements of that, I have also full filled some basic soft skills that I perceive to be essential to becoming a full stack developer. Question Now my question breaks into three parts 1- Should I make a case to upgrade my designation from Software Developer to Full Stack DotNet Developer? 2- What should be the job title, if I'm doing full stack DotNet and hybrid application development? <Q> A job title follows no regulations. <S> Your company could name you "Her Highness the Software Developing Goddess of Her Majesties Service" and it would mean nothing (other than the company being slightly weird). <S> "Fullstack" is a description with what you work with, not how good or experienced you are, so there is no benefit over your current title, that already says you can do all kinds of software development. <S> If you have advanced from Junior Software Developer to Software Developer, the next logical step might be Senior Software Developer. <S> As there is no drawback, I'd say go for it. <S> But be aware that there is no valid comparison between companies. <S> My current company for example has only one title for developers: "Software Developer". <S> Sure there is new one's and very experienced one's, but nobody gives a piece about their title, so there is just this one designation for all of us. <S> My old MegaCorp had a myriad of job titles. <S> Most of them did not reflect what people were capable of, because they were given by a quota. <S> A team had two seniors, period. <S> If you were a new hire, no matter how good and experienced you were, you would not be a senior for a long time, basically you only got promoted if one of the current senior left or got promoted themselves. <S> Which is kinda stupid, because a title is about the cheapest things you can make people happy with, just a cost-free fantasy name on a piece of paper. <S> But as you see, titles are not regulated and don't mean the same thing across companies. <S> Get the one that makes you happy. <A> This is probably a bad idea. <S> Whereas “fullstack dotnet” might sound impressive at first, it really pigeonholes you as a Windows-only webdev, you need to be very sure that’s really what you want. <S> If you really need a title upgrade, go for a prefix of Lead. <A> For your situation: Step 1: determine what the next job title is in your organization/company. <S> Step 2: Determine if there are requirements that must be met to qualify for the next title. <S> Step 3: Determine if you do meet those requirements. <S> Step 4: Determine if there is a benefit to the company to give you that promotion. <S> Step 5: Plan how to prove your deserve the promotion. <S> I have worked for some companies where the path through the job title is well defined. <S> Some requirements were easy to achieve ( <S> x years of experience); others were well defined (Masters) but could be also met by additional years; Some were harder to define related to becoming well respected member of the team used as a resource by other teams. <S> I have worked with companies that just had big broad bands: Junior member of the technical staff, member of the technical staff, senior member of the technical staff. <S> In some places the key to a promotion was being able to prove they could bid you into positions where they could charge their customers more money. <S> It didn't matter what they called you, the important thing was that they could charge higher rates. <S> Thus they could pay you more. <S> To get the promotion you needed to know the job descriptions their customers were looking for. <S> That benefit to the company is the key. <S> In the abstract titles mean nothing. <S> They don't translate from one company to the next. <S> I have worked with companies with three broad bands for non-managers; and I have worked with ones that divided mathematicians, engineers, and programmers into 7 distinct levels each.
| The title “software developer” is generic enough that you can subsequently pivot into any industry. Paying you more does make it more likely you will stay, but paying you more becasue they can charge more for your hours is a big benefit for them.
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Should I join a company if its reviews on glassdoor etc are not very good? I am offered a job from the company as a web developer in UAE. I just went on to the glassdoor and read reviews, the majority of reviews were not very good and some were outrageous to an extent accusing them of non-professionalism and discrimination. The company is multinational and got this opportunity after hard work. Now I am confused. <Q> As with any review site, you're going to experience bad reviews from disgruntled employees/customers. <S> All you can really do is take a balanced view of what the reviews are actually saying (and judging the mood/motives of the reviewer) and go from there. <S> And accepting an interview doesn't oblige you to take a job with them. <A> At the company where I work, there are business units where I would leave in 10 minutes, however I am happy the team and business unit where I am. <S> Such review are likely to catch opinions of people in specific part of the company with a short turnaround time of the employees, and as such may be biased in one direction or the other. <A> First, you should check whether glassdoors is known and used in UAE. <S> For example, in my country, there are other sites which are much more popular. <S> As a result, the reviews on glassdoors are non-representative for the companies I know here (they are actually too good). <S> The reviews on more popular sites are, however, very valuable. <S> I do read people's opinions on similar sites <S> and I write them too. <S> I've had very good experiences with that: <S> Once I read that a company I applied at expected you to work 12h/day (legally only 8h are allowed in my country. <S> I was offered the position and asked the HR about how much they worked. <S> They confirmed the 12 h. <S> Interestingly, they just told me about it after I asked. <S> So if I hadn't consulted glassdoors, I would have accepted a position that I would have to quit after a few weeks or months. <S> Basically, glassdoors saved my a <S> ** - I don't want to come across as a job-hopper. <S> When you read reviews for my previous company, you will see opinions that the atmosphere is horrible <S> and there's a lot of verbal aggression. <S> That was true and that was the reason I quit. <S> I once didn't check glassdoors before an interview. <S> It was the most chaotic interview in my life. <S> I don't want to go into details, but it was simply amazingly disorganized. <S> Anyway, when after the interview I checked the reviews on the equivalent of glassdoors, the dominant opinion was the company was extremely disorganized. <S> Of course, there might be false reviews. <S> But if you have 10+ different people sharing their opinion, you can normally understand whether there are any big red flags. <A> People are FAR more likely to complain than they are to compliment. <S> According to the White House Office of Consumer Affairs. <S> A dissatisfied customer will tell between 9-15 people about their experience. <S> Around 13% of dissatisfied customers tell more than 20 people while happy customers who get their issue resolved tell about 4-6 people about their experience. <S> So take any ratings site with a grain of salt. <S> It is human nature to complain, and with the age of the internet, people have taken this up to 11. <S> Good reviews don't go viral. <S> Bad ones do.
| Don't forget that you can raise the issue of these bad reviews in your interview and ask what the employer is doing to address those concerns (or whether they have any sensible rebuttal to them). If it is a big company, then take glassdoor etc with a grain of salt.
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Ending the interview in the middle of it because of feeling offended by level of question An interviewee decided to end the interview in the middle of it because he felt insulted by the level of some of the questions that had been asked. would you hire him? Some background: What happened was this person was recommended to us as super genius software developer, but he was not a computer science graduate. In order to assess his skill level, we decided to ask questions from basic to advanced level to see where he would fit in with us. He felt insulted by the basic question and decided not to complete and left yelling. I'm wondering that is there any excuse for anyone to behave like that? <Q> No. <S> Such a person is far too thin skinned to hire. <S> What if the person gets offended by a customer?What if the person gets offended by my boss <S> and I'm the one that hired him?How <S> would my boss feel if this person walks out because he doesn't like something the CEO says? <S> No matter how good a person is at the job, if they cannot get along with the team, or take offense to questions, they will not work out and any "genius" that they contribute will be far-offset by the fact that they simply will not be able to fit in with the company. <A> You are in the right to cut an interview in the middle of it if it is especially bad. <S> That being said, that's basically telling the interviewers you are no longer interested in the position. <S> I would be actually concerned if I were to receive an offer after walking out an interview . <S> Are they desperate enough to extend an offer to a candidate that did not even finish the interview? <A> Differences in opinion on "trivial" details of a job can often lead to conflict or disputes over more complicated matters, so it makes sense to cover the basics in an interview and ensure compatibility. <S> Plus, starting with "easy" questions allows you to evaluate the candidate's communication, thoughtfulness, and overall fit for your team, with no pressure on the actual content of the response. <S> "How do they frame up their answer? <S> " is just as important as "what is the content of their answer?" <S> in many jobs. <S> So - again <S> - it's perfectly legitimate to start with the basics. <S> Moreso, because you (apparently) weren't able to get to the more advanced questions, you were presumably left without being able to fully evaluate the candidates skills. <S> This leaves us with a very clear answer to your question of, "would you hire him?" <S> of "no". <S> Further - in a comment you mention that another company hired him and that company considers him a great programmer. <S> To be honest, I don't see how that holds any weight - firstly, I'm guessing you don't have a solid idea on what their criteria are for "a great programmer." <S> secondly, as alluded to above, even in programming jobs, cultural/team fit, communication, and general approach to challenges (like being asked "insulting" questions in an interview) are often just as important as actual skill. <S> Finally - since the candidate walked out of your interview <S> I don't see what the real value of this question is. <S> It seems clear that they are rejecting you regardless of what you think about them. <S> I don't think there's any precedent for an employer to offer a job to someone who walked out of an interview. <A> You are asking the wrong question. <S> It’s not “do we hire him”, it’s “does he hire us”. <S> Your company failed the interview. <S> He’s not accepting the job. <S> And what made you ask him basic questions when he came most highly recommended? <S> CS degree means nothing compared to actual experience, so your interviewer blew it.
| A candidate becoming "insulted" during an interview and walking out seems like a clear sign that they are a bad fit culturally for your workplace. Nope, wouldn't risk it.
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How to determine if a job is relevant work experience? I’m looking at a job application and says “it is important to list all relevant work experiences.” This seems very subjective to me. Would I be able to determine what is relevant or not? What would be a strategy to determine if something is relevant or not? Would making a pro and cons list of why a job would be relevant to the job I’m applying for count? <Q> You're overthinking it. <S> This is an invitation for you to list all jobs/experience/whatever that would convince me to hire you. <S> "Relevant" doesn't even mean "jobs". <S> I see student resumes all the time which skip unpaid experience (First Robotics, the Sun Seeker) that would convince me they're interesting. <A> what is relevant? <S> - anything that you can use to showcase your skills. <S> In the case of having a very short history of employment, then list every job. <S> You are demonstrating that you have a job history. <S> Of course highlight the skills you lerned and the tasks you completed that apply to the position or company. <S> In the case of a longer employment history, since they are allowing you to list a subset of your previous jobs, only list the jobs that you think will help you get hired. <S> If a past job included a significant skill that is listed on the job description for the new job, then include it and mention it. <S> If the new job needs a person with x years in technology X, then list all the jobs where you used that technology, and then work it into the list of accomplishments. <A> The book "What color is your parachute" goes into this in detail. <S> But one of my jobs was in fast food, how is that relevant to my position as a software developer? <S> Good relations with the public Handling angry customers. <S> (end users can be brutal) <S> Handling stressful situations <S> (You thinks someone's upset over a big mac, wait until you see a manager with a deadline closing in) <S> and so on. <S> There is no such thing as "irrelevant" work experience, just tie it in to what you want to do. <A> Would I be able to pick and choose what is relevant or not? <S> Yes, you would determine whether or not your work experience is relevant. <S> For instance, when I was applying for a software engineering internship in undergrad I included my work experience as a host and server in high school. <S> I decided to include this experience, because I didn't have any other work experience and I highlighted my achievements in my year on the job (e.g. promotion from host to server, team work, customer-facing skills). <S> What would be a strategy to determine if something is relevant or not? <S> I recommend narrowing your work history down to directly related jobs unless your work history is very short. <S> This process is to help the person reviewing your resume finding the most relevant skills for this particular job. <S> Most people won't take the time to read through your entire resume. <A> "relevant work experience" referrs to anything that is part of the tasks to be performed on the job being posted. <S> It may also include work that the company posting the job performs or is widely being done in the industry which the job / company are part of. <S> Nonetheless, you should always list all your experience, skills and qualifications but note the "relevant" ones first / separately.
| The key is to relate the experience to the current job on your resume.
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Is it too late to ask for a signing bonus? A few weeks ago I accepted a job offer. Because I'd been out of work a long time and have a lot of debt, I considered asking for a signing bonus, but my spouse was afraid that trying to negotiate anything would jeopardize the offer. Now, two weeks before the job begins, it looks like I'll need the extra money more than ever. Is it possible to ask for a bonus at this point, or is it too late? Alternately, is there a way to ask for a salary advance? That would take a little financial pressure off. <Q> Both will be difficult. <S> It's perfectly okay to ask for a sign on bonus, but the time to do this is during the offer process when you are negotiating salary, benefits, relo, and any other conditions of employment. <S> It's a contract that both parties have agreed to. <S> You can ask for a salary advance, but it <S> it's not a great way to start a new job and creating good first impressions. <S> It may also simply not be possible because of company policy and/or local law. <S> How exactly this will be perceived depends a lot on the location, local culture and company culture. <S> Your best shot is to ask "discreetly" if that's possible. <S> Contact one person that you feel is most likely to keep this private: hiring manager, recruiter, HR person. <S> Be prepared to accept "no" as an answer. <A> Ask if you can start early. <S> In some places that is possible, in other places it isn't. <S> One advantage for them is that you might be able to meet with the person you are replacing before their last day. <S> That early start could put a few hours into the previous pay period, and get some money a few weeks earlier. <S> Asking for an advance won't be approved, because they would be taking a risk that you wouldn't show up. <S> The signing bonus should have been negotiated in advance. <S> In places where they did give a bonus it wasn't actually given to the person until they started working. <S> It just made the first check bigger, it didn't get the money weeks or months before the start date. <A> Since it is early in your employment, you could ask to sit down and discuss a wage correction. <S> Do it just after your second paycheque. <S> First discover what the company values most: speed, obedience, efficiency, moxie. <S> Then tailor your actions to be the best example of that, and let the higher-ups catch you at your best. <S> As a finish installer for residential air-conditioning, most of my work was unseen in attics and crawl-spaces. <S> When I knew the owner and builder were at the house, I made sure they both saw me installing the main thermostat using a pocket level. <S> That little step was so remarkable and out of the ordinary, I made an immediate connection. <S> It pays to stand out in a good and unique way.
| Once you accepted the offer, it's pretty much over. Just be open and politely ask, but do not demand or be pushy.
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Why does everyone at work take me for granted? I am an experienced individual, but have worked at my current workplace for many years. I am super nice and say everything with a smile on my face and even if someone is a bit rude to me. The problem is that everyone takes me for granted and shouts at me if I do something wrong, but not the others doing same or even making major mistakes. In short, they try to implement everything on me. They hesitate to tell others what to do or not even my juniors, but tells me anything that crosses their minds. I am very humble and super honest. I always do my work before the deadlines, but this is the problem that travels with me wherever I go. <Q> Forgive me for being blunt, but you are not being nice, you are being a doormat and you need to stop. <S> You need to be FAR more assertive. <S> Not aggressive. <S> Not rude, but assertive. <S> I am super nice and say everything with a smile on my face and even if someone is a bit bad to me. <S> That's the wrong approach. <S> If someone is bad to you, you put an end to that behavior. <S> A simple <S> "I'm sorry, but I will not be addressed that way" is a good way to be assertive. <S> It speaks to the person's behavior, not the person. <S> the problem is that everyone takes me for granted and shouts at me if I do a bit wrong but not the others doing same or even making major mistakes. <S> Again, because you tolerate it. <S> " <S> So, why is this an issue for me, now, when Joe did the same thing last week?" <S> Don't let double standards pass. <S> In short, they try to implement everything on me. <S> They hesitate to tell others what to do or not even my juniors but utter anything to my face that crosses there minds. <S> This is an important thing to understand: <S> PEOPLE WILL DO TO YOU <S> WHAT YOU LET THEM <S> I say this from experience. <S> I grew up with a hearing impairment, mild autism, and poor motor skills due to an injury at birth. <S> I was a huge target for bullying and it wasn't until I learned to stand up for MYSELF <S> that the bullying stopped. <S> You need to stand up to your coworkers and not allow that behavior. <S> Again, it can be as simple as saying "I will not be spoken to this way" or pointing out the hypocrisy or SOMETHING! <S> I am very humble and superb honest and also do my work before the deadlines <S> but this is the problem that travels with me wherever I go. <S> So, the problem is you. <S> The good news is that you can change that. <S> Read books like Dale Carnegie's "How to win friends and influence people". <S> It helped me. <S> Also, learn about assertiveness, there are plenty of books like that out there, but do something before your self respect is completely gone. <S> Honesty and humility are great qualities. <S> Being a doormat is not. <A> You need to set better boundaries and stand up for yourself when necessary no matter what the cost or end result might be. <S> Doesn't matter if it's someone junior or senior to you that you're talking with. <S> From your tone of writing it seems you're trying to be overly nice and humble. <S> Don't. <S> Next time someone trying to drag you down despite you doing your job, be stern and assertive that you have done your part of the work. <S> Do not apologize, do not nod your head and give in to what they are saying. <S> Then cut them off and walk away. <S> If they still try to humiliate you/shout at you, remind them that they are in a professional environment and that this is no way to talk to a fellow professional. <S> An offhand advice I would recommend to you is pick up either lifting weights or MMA as an hobby. <S> When you toughen up physically and mentally, you start respecting yourself more and others respect you as well. <S> Bullys will always bully. <S> You need to stop being the weakest one who always gets bullied. <A> You can be polite and humble and still be taken seriously. <S> But as mentioned in other answer, you need to set up boundaries. <S> Someone shouting at you is not acceptable and you need to convey that, with a smile on your face as is your style. <S> You can be polite and firm. <S> Just mention that this is not the way to behave. <S> In my opinion, people do not take you for granted because you are super nice. <S> People do that because you don't speak up. <S> And you don't have to shout to be heard. <S> My college Dean was super polite and nice, but no one could mess with him because he would simply not accept non sense from us :). <S> He was humble but firm, we could not bargain with him. <S> If you are not comfortable speaking up against this behavior in meeting, then you can wait for meeting to finish and tell them person one on one his behavior is not acceptable. <S> This will make a big difference. <S> Most people will start to back off once you let them know you don't appreciate their behavior. <S> Another way to handle this is to complaint to such people's manager. <S> See if you have some relations there. <S> Make an issue on the behavior. <S> Tell them you appreciate the feedback but not the way it is spoken <S> and it should not happen in a professional environment. <S> If it happens again, you will speak to Hr about it. <S> That will pass on a strong message without you needing to change your working style. <S> Also, keep your work top notch. <S> Its good that you complete your work before time. <S> Please make sure that you use the extra time to review your work. <S> As you mentioned, mistakes do happen. <S> Accept your mistakes but pass on the message gently that the behavior is not acceptable. <A> You are super honest. <S> So the next time someone shouts at you, you tell them super honestly that they are shouting and react to nothing they say. <S> Anyone shouts at you, you ignore them. <S> Walk away. <S> They will learn soon enough that shouting at you doesn’t help, and the shouting stops. <S> If someone tries to tell you what to do when they shouldn’t, good answers are: Are you talking to me? <S> What makes you think you can tell me what to do? <S> Or the short form, “no”.
| Another thing you can do is start speaking to people in person that their behavior is unacceptable. People don't like confrontation.
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How to frame personal study outside of workplace? For interviews, how can I express to future employers that mostly all of the training and study I have listed on my resume was done by me outside of work hours, with my personal funds, and not by my employer? How can I further express that my boss did not allow me or have any interest in me using the things I had learned? (Even with training he himself paid for, he did not want me using those tools and techniques, citing 'lack of experience'.) It is important to note that my boss encourages outside study and self improvement . Or should I even mention these things at all? I do not want to give the wrong impression that I have rich experience actually doing the things I have studied, but want to let future employers know I have an improvement mindset and passion for my job. EDIT: It is also important to note that the things I studied (Six Sigma, business process improvement, project management, business analysis, operations management, portfolio management) are well within the scope of my job title at work, and nothing outside of what I am asked to do within my job role (small business, lots of hats). <Q> Simply list the certifications / qualifications. <S> [...] <S> my boss did not allow me [...] <S> That whole sentence is painting your former employer awkwardly in a weird negative way that has no meaning to prospective employers. <S> It could be misunderstood though that you did things against your employers wishes or that you're offended somehow that they didn't appreciate you having the new skills. <S> Either way just don't get into this territory, you don't want to bad mouth your former employer nor bore prospective ones with non issues or appearing like a pretentious diva. <S> If what you studied falls within your job description, why would your boss not allow it? <S> We're either missing more information or you somehow make more of this than there actually is. <S> If they ask why the times are overlapping or where/how you studied you of course may tell them that it was outside of work in your spare time. <A> Why does it matter what your former boss did or didn't do to your prospective future employer? <S> What your employer would want to know is: If I give this person a task requiring these skills, how likely are they to be able to do what I want them to do? <S> So what you should do is paint a picture of your skill level: "I learned elementary rocket surgery at summer camp <S> but I've never had to actually operate on a live rocket, although I look forward to getting some hands-on experience". <S> And then leave it at that. <A> The company you are interviewing with doesn't want to hear you bad mouth your current employer. <S> It paints you, not your current employer, in an overly negative way. <S> When a future employer asks how you have used these skills in your current role say something like: <S> "I pursued these educational opportunities (or certifications) on my own time in hopes that my next job will give me more opportunity to exercise the skills I have learned." <A> For interviews, how can I express [that most] of the training and study... was done by me outside of work hours, with my personal funds? <S> It is great that you did that. <S> You should be proud of it. <S> Most people don't do what you have done - it is understandable that you want to highlight this. <S> The problem is: however you say it, it could be misread as a negative against your current employer. <S> Resumes aren't a good place for nuanced messages, because the people reading will often make a first pass at every resume... which means a really quick read. <S> You want to do everything you can to make sure you're in the pile that gets read again - <S> this is why writing something that could be misread as a dig against your current/past employer isn't a good idea. <S> So... don't say it <S> You can write your resume in a way where they will understand without you saying it. <S> I have called it out on my resume listed as separate 'jobs' which overlap my current job. <S> For example if you learned Six Sigma in some group you can list that group the same as your actual jobs: App developer at (name of company1) 2015-present <S> description of job1 Six Sigma group at (name of user group) 2016-2018 description <S> what you learned/studied PMP Certification June 2016 where you attended meetings to get your professional credits App developer at (name of company2) 2012-2015 <S> description of job2 etc. <S> If you can't really play it this way (like there is no group to list) <S> you may just have to wait until the interview to bring it up.
| I recommend just listing the certifications or in progress course work on your resume.
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Worth quitting job and risk having a gap in resume/cv? I'm currently working for a seemingly great company. However I don't really feel challenged, often bored with the work I get and sometimes even flat out don't have any work to do. Furthermore the operation and organisation in the company seems highly sloppy to me. I'm already planning on quitting this job in a few months in order to begin studying my masters degree. Since I was little, I was told that a gap in my resume/cv is a really bad thing if I want to get hired, but how bad is it actually? Is quitting now, when I only have to do a few more months, worth the gap? Or is it best to just suck it up and stay until I start studying again? I don't feel like I'd be able to get a new job for the time between now and the start of the new semester because I'll be moving when the semester starts. Edit to clarify some things: Obviously the 2 years (atleast thats the time it should be in the best case scenario) I'm studying for my masters degree won't be an issue, since I was improving knowledge etc. and can provide the time I was there in the resume. I am more worried about the gap from now to the start of the semester. I'm also not worried about the money. <Q> If you're going to uni <S> you won't have a gap on your CV if you put the dates you have studied on your resume. <S> The 3 months when you quit is not a significant gap really. <S> Employers may question it but unlikely to change the overall decision. <S> You can put this time as "preparing for your masters". <S> I assume you're getting a degree to improve your knowledge and credibility. <S> From my knowledge it's not a gap in employment that is a cause for concern. <S> It's the gap in which you've done nothing <S> and there is no clear reason you have a 'gap' eg <S> ; I wanted to just take 2 years off. <S> That obviously won't be shown in my CV <S> but it's clear I've not been employed or doing anything for the past 2 years that furthers my career. <S> This being said I do recommend <S> you just continue your job for a few more months. <S> It's money at the end of the day which will help your university fees, give you some extra spending money and an extra 3 months of experience which you may or not be bored during <S> but you never know. <A> I did the same for the same reasons as in your first paragraph, quit the job and had a 4 month long break. <S> The break itself was great and preparing for interviews <S> was also much easier this way, I could go on 2 interviews a day and prepare/practice a lot. <S> I have interviewed at 18 companies (which wouldn't have been possible if I was still working) and of course everyone asked about this break, I told them the truth that I wanted to take some time off from work <S> and that's it. <S> No more questions asked, wasn't an issue at all. <S> There was only one interviewer who started to get suspicious and asked a few more questions <S> but I still received an offer from them. <S> So long story short a short gap in your CV shouldn't be an issue. <S> In your case since you will be doing your masters after the gap they won't even ask about it in my opinion. <A> Since I was little, I was told that a gap in my resume/cv is a really bad thing if I want to get hired, but how bad is it actually? <S> It is never a bad thing. <S> Candidates take a break owing to many reasons. <S> The important question is how prepared are they to return to the industry after the gap? <S> Have they updated their skill set? <S> Are they aware of the technological advancements? <S> The candidate needs to be well versed with these things and show to the potential employer that they are not rusty; their willingness to learn needs to be highlighted. <S> There are many questions being asked here related to the same; and I have seen many users, here in Workplace SE, who have taken a break, anywhere from ~2yrs to ~10 years and have come back to the industry successfully. <A> I dont think its a bad thing at all. <S> I was working for a company since beginning of August. <S> In December I quitted my job and started in a new company. <S> My answer to this question is: I didnt fell challenged. <S> Its happening again in this new company in my first month, and if it dont change I'll quit again. <S> Its really difficult to like to work with nothing to do, with no challenges and nothing to learn. <S> It is what makes you dont want to wake up at morning. <A> Since I was little, I was told that a gap in my resume/cv is a really bad thing if I want to get hired, but how bad is it actually? <S> Is quitting now, when I only have to do a few more months, worth the gap? <S> Or is it best to just suck it up and stay until I start studying again? <S> For US government jobs where you need a clearance, gaps bigger than 1 month in your work history are an issue. <S> You need to be able to account for what you were doing during this gap and provide a reference to verify. <A> Those typically would be seen as a benefit rather than a negative. <S> If it's just about having three months of holiday to slag off, that's not a pro in itself, but would barely be seen as a negative either. <S> Some people looking for totally job focussed people might, if you put it that plainly, but most won't care about such a short time when you had reasonable switch anyway. <S> Especially, since you studied afterwards and thus you getting out of the job and out of touch with your topic shouldn't be a concern either. <S> If you don't need the money, go for it. <S> Better to start university well rested and ambitious than drained out. <S> (Do consider, depending on your location, that every month without salary also decreases your pension and you might make to work a little longer when you're older). <S> P.S. <S> This applies to most Western countries, if you feel your country has a different economic culture, you should point out a general location.
| For general jobs, small gaps are not a huge issue. Especially around the age where you are studying it is not uncommon to take a few months or a year off to travel the world or do some other insightful things like help out at an NGO, try a private project that could evolve into a startup etc.
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Should I respond to a "we will be in touch" email following my application? After sending out an application, I have received an email stating Thank you for your application. We will be in touch within the next X days if we have any positions that suit you. Now I have reason the believe that this mail was handwritten and not automated, partly due to the fact that it is a small company I have applied to and that the mail is signed by a specific person and has been sent hours after I sent out my application. Should I respond to an email like this? If yes, what would I say? <Q> I would take the email to mean what it says. <S> They will be in touch if they're interested. <S> Given someone took the time to write this personally, I would assume that your application will indeed be considered. <S> So I cannot see what good would come of answering <S> - this is the best outcome you could have hoped for at this stage of the process. <S> Personally, I would not: If you were considered, they should have contacted you already. <S> Most likely, it simply hasn't worked out then, and you should look for another opportunity. <A> The correct action is: Do hit reply straight away upon receiving it, <S> You want to (a) maintain top of mind and <S> (b) positively identify that you are on top of things and a fast actor <S> Simply type "Fantastic, hear from you then. <S> Cheers, John" Nothing else. <S> Hit send. <S> Of course, vary the formality per your situation and personality. <S> So maybe "Fantastic, that would be great, John" or "Thank you, looking forward to it, John Smith" or whatever the case may be. <S> I use it as a chance to push my phone number <S> "Thanks, I'm here any time - Johnnie 255-1236969 <S> " <S> I always recommend, a little enthusiasm never hurt anyone . <S> Within your personality style, it's ok to show a few words of enthusiasm. <S> For contracting and specific projects it's great to mention the project and show you're all over it, in one or two words. <S> Your next question may well be, if you don't hear back quickly, what to do next? <S> "Thanks again, here any time, John 255-1236969". <S> You are in the most delicate and decisive part of the negotiations now! <S> You have to maintain top of mind <S> but of course not be pushy Enjoy! <A> Thank you for your application. <S> We will be in touch within the next X days if we have any positions that suit you. <S> Did you apply for a specific position? <S> The phrasing " if we have any positions that suit you" tells me that you didn't. <S> Without that text, I would recommend (as @Fattie does) that you thank them for considering you. <S> But it sounds like this small company has just one person to receive all resumes <S> and you shouldn't bother them with a thanks. <S> Just because they are efficient and polite doesn't mean that they have a spot for you. <S> Send out more resumes (to other companies) <S> If you need to respond, I advise you follow up after X days if you can say something like, "I haven't heard from you. <S> I'd like to work for you in [position Y] and <S> hope you are considering me for it."
| Yes, after "some days" it's cool to again just reply to the email in the shortest manner; basically the identical email again: If they do not write you back within a week or so, I would think asking them politely what happened would be ok.
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How to gain trust of colleague who is blocking access to data? I work in the research department of a small company. There are two people with access to the research database, me and my colleague. The research database contains anonymized data. My colleague is the daughter of the company's chief executive. Besides access to the research database, she also has access to another database which contains some private and identifiable information (PII). Recently the chief executive granted me access to the PII info on a need-to-know basis. That is, I can arrange for additional data to be pushed to the research database. However, her daughter seems to be quite uncomfortable with her mom's decision. When I arranged for additional data to be sent to the research database, my colleague spoke to the database administrator, resulting me getting less data than what I had asked for. I got the bare minimum data I needed to do a reasonable project (as opposed to an excellent project). My project became much more time consuming (though it wasn't impossible). I was also able to draw less strong conclusions because I had less data to work with. I surmise that my colleague has concerns about data security. I don't know the exact reason, but it could be that she has seen the hard work her mum has put in to build the company, and thus is super cautious about data security. How can I win over my colleague's trust? <Q> From what you've written I'm going to agree with how your colleague handled/is handling things. <S> Each request for access must clearly state: what the data will be used for and what business need that fills <S> that use of the data in such a manner is compliant with relevant laws as well as any contractual obligations your company may have how the data will be safeguarded <S> I got the bare minimum data I needed to do a reasonable project (as opposed to an excellent project). <S> My project became much more time consuming (though it wasn't impossible). <S> I understand that you want to do your work well <S> but that has to be balanced against risk and potential liability. <S> Trust is built over time. <A> It sounds like the first thing you need is a written and agreed upon set of standards for "need-to-know" of the data. <S> I'm assuming you've already figured out how to make sure data in the research database is secured to a business-required standard, and is isolated from anyone else who may use that database but does not have need-to-know of the data. <S> Ultimately, this isn't really about your colleague's trust, but about making sure that the business has properly weighed the risk and reward of granting access to subsets of sensitive data to you, and has a procedure in place that documents that access, <S> documents how long it will last, and documents how the data is kept safe while it is in a foreign database. <S> It sounds like your company has a professional DBA - the DBA should be a part of this conversation, as well as someone from your information security group if you have one. <S> The DBA should have suggestions on how to keep the data secured while making it as available as needed. <S> However, based on the situation described, you'll also want to make sure that the roles of each person in the access approval process are clearly defined. <S> What should not happen is for the process to say that you get approval from your boss, and then for your colleague to go behind your back to "fix" her decision. <S> From what you've described, it doesn't sound like your colleague needs to be part of the process at all, or could even be revoked access to the PII database and be required to request particularized access as part of the same process. <A> You need to meet with your supervisor (CEO?) and ask them for guidelines for data handling and data requests. <S> If such guidelines don't exist, you should suggest that a coherent set of guidelines is prepared that explains what you can request and what formalities should be met. <S> For example the companies I know all make their employees sign a document that specifies what you can't do with data and how you should handle them. <S> If they protest, explain how this impacts your role and honestly, you should probably ask yourself whether working as a researcher at a company in which you need to beg for data is sustainable. <S> Unless the data is not key to your position, but I assume, based on your post, that it is. <A> Demonstrate to both your colleague and the chief executive what you have built with the data that you have been given. <S> Show that the PII is being protected well. <S> The handling of PII data is no joke. <S> The penalties for mishandling said data can sink the entire company. <S> You colleage, the CEO's daughter, is probably right to be nervous (I cant say for certain as I dont know the exact extent of the PII data you requested.) <S> If your use case isn't covered in the Terms of Service, you may not have permission to use it). <S> Seek clarification from your colleague and be prepared to make a case for the extra data you are requesting. <S> In the meantime, make do without. <A> This seems to be a family business with a proprietary database. <S> It is not only prudent for them to control acces for security and privacy reasons but also to thwart industrial espionage and keeping ahead of competition. <S> When proposing future projects, list the bare minimum information you need to make an ok report and the optimum datasets needed for a great result and let them decide. <S> This way if they complain about lack of detail, precision or overall quality it was their choice, to which you can point as the reason. <A> Figure out what data you need to complete your research. <S> Then bring it to the attention of your boss. <S> To the effect of, Boss, I am attempting to access PII information consisting of X, Y, and Z. I need this to complete my research. <S> I am wondering if you can forward this with your approval to [insert PII data person] <S> so she can move it to the research database. <S> Thanks. <S> Based on the written question, it sounds reasonable that a individual is questioning the need to access data. <S> Simply being vague by saying you "need" some unspecified data just isn't good enough, especially with PII data. <S> You need to specify what data you need to complete the given research. <S> What does the research need to show? <S> Then you can go to the person with <S> I need this specific range of data for this specific reason, please grant me that .
| Start small, go slowly, and show your colleague that you take privacy and security seriously and that you won't get complacent over time. You need to be clear about what it is being used for, and even then it may be that the company doesn't even have the required legal permissions to use the data in that manner (in some jurisdictions, such as the UK, you are required to be clear to the user about what that data may be used for.
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How would the following workplace behavior be perceived in the U.S.? I once had a boss who promoted anyone, minority or not, whom he thought was "qualified." So far so good. But there was one period in the company's history, where there was a massive exodus of people. This often led to their replacements through speculative promotions, of people who weren't clearly qualified, and in some cases were manifestly unqualified, for their new roles. When this happened, the boss declined to "gamble" on minority candidates, and all of the (few) "unqualified" candidates he promoted during this period were white. (Minority candidates, including yours truly, still got their "merit" promotions.) When I asked him about this, his answer was something like, "white people fail all the time, but when a minority fails, people remember longer. Because none of my minority promotions of this period failed, and some of my white promotions did, my higher ups nowadays scrutinize my minority promotions much less, meaning that the chances of those promotion proposals holding up are actually better." This happened about 30 years ago. How would this behavior be viewed today? Is is racist, protective of minorities, or something else, such as "pragmatic?" <Q> Niccolò Would Have Been So Proud <S> "How would this behavior be viewed?" <S> Machiavellian. <S> Boss was protecting not only minority workers as individuals, but also his own ability to promote qualified minority workers, as appropriate, once the staffing crisis was over. <S> It may seem like a good idea to take advantage of a worker shortage to give a minority employee a great promotion, but Boss knew he would not be doing anybody a favor by setting him up to fail. <S> During the staffing crisis described, almost all promotions fell into the category of setting someone up to fail. <S> Verus Meminissat Nemo <S> , Falsus Obliviscat Nemo <S> In the USA, when a balding potbellied middle-aged white man named "Norman" is thrust into management and fails to master it, everybody says, "That Norman, what an idiot, he's just no good at that sort of thing. <S> " But when a balding potbellied middle-aged black man named "Norman" is thrust into management and fails to master it, everybody says, "Them blacks, what idiots, they're just no good at that sort of thing." <S> It's unfair and stupid, but that's the way the real world tends to go. <S> Boss's explanation of his strategy shows that he is dealing with the world as it is, not as it rightly should be. <A> The boss declined to "gamble" on minority candidates, and all of the (few) "unqualified" candidates he promoted during this period were white. <S> [...] When I asked him about this, his answer was something like, "white people fail all the time, but when a minority fails, people remember longer." <S> I'm assuming minority here means racial minority. <S> Employees and candidates are protected against racial discrimination at the federal level by EEOC (Equal Employment Opportunity Commission) . <S> Regarding OP's follow-up comment: "Glass cliff" was what the boss was trying to protect minorities against. <S> He declined to promote minorities at a greater rate during the downturn. <S> Not promoting qualified minorities doesn't protect them from failure. <S> It robs them the opportunity to advance in their careers, inspire other minorities, make more money and better the company. <S> This is a poor excuse for the boss' and the company's racist culture. <A> This is Spin <S> Your boss had to justify his decision, especially to you, in a way that you might possibly swallow. <S> That's how I would read this. <A> [...] none of my minority promotions of this period failed, and some of my white promotions did [...] <S> This has absolutely no causal relationship. <S> It could be mere coincidence and it could be that you picked (sub)conciously better candidates (potentially even biased to pick more capable "minorities"). <S> Also, the two datasets are skewed and can't be compared. <S> (assumedly you have less "whites" than your colleague and he has no "minorities") <S> The behaviour of your superiors to scruitinize your minority promotions much less now is discrimination if they continue to scruitinize majority candidates the same as before (assuming both were scruitinized similarly back then). <S> [...]the boss declined to "gamble" on minority candidates[...] <S> How do you KNOW <S> this was his motivation? <S> His answer doesn't quite reflect this (though it hints at a potential bias) <S> Another thing: <S> Minority is NOT equal non-white. <S> A distinction between whites and minorities is incorrect and should be instead between race if you need to make these kinds of distinctions. <S> Also keep in mind that "minority" depends on the country, therefore varies greatly.
| Promoting (or not promoting) people based on their race is illegal in the United States.
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Is it acceptable to invite oneself to a meeting organized by someone else, without consulting the organizer? Suppose Alice is leading an activity and has organized a meeting with the technical staff that will be working on the activity. The purpose of the meeting is to parcel out tasks, determine schedules, and other technical stuff. Alice's coworker, Bob, gets wind of the meeting and wants to attend. Instead of asking Alice if he can attend the meeting, Bob goes to one of the other meeting attendees and asks them to forward the calendar appointment. Alice first learns of this when she gets an automated notice from the calendar program that another attendee has been added to the meeting. Is Bob's behavior acceptable? Would any of the following additional circumstances make a difference to the answer? Bob is the lead on project that is funding the activity (but has delegated leadership of the activity to Alice and has not otherwise been working on the activity). Bob is Alice's line manager (but has explicitly appointed Alice the leader of the activity). Bob has been on leave since the activity started and is not up to date on the technical details. Therefore, he wants the agenda to be amended to include a catch-up briefing. I'm interested in this question primarily from a business etiquette perspective. Obviously it's a manager's prerogative to attend any meeting in their department that they want to, and probably any coworker could get away with it unless the meeting deals in restricted information. What I'm wondering is, is it reasonable for Alice to feel aggrieved that Bob did not consult her about attending the meeting? In the cases where Bob is an authority figure, is it reasonable for Alice to feel that her stature as the leader of the activity is being undermined (i.e, that Bob might be seen by the rest of the team as revoking the authority that he previously delegated to Alice)? Clarification : I'm trying to describe several variations on the same scenario. In the base scenario Bob and Alice are strictly peers. In the first variant Bob has some authority, but is not technically Alice's boss. In the second variant, Bob is Alice's boss. The third variant could be added to any of the variants already discussed. (One answer below jumped straight to assuming variants 2 & 3 were both in effect, which is one possibility, but not the only one.) <Q> Is it reasonable for Alice to feel aggrieved that Bob did not consult her about attending the meeting? <S> When they are peers, assuming there was nothing preventing Bob from just asking Alice if they could attend, then it's slightly rude IMHO. <S> Bob is the lead on project that is funding the activity (but has delegated leadership of the activity to Alice and has not otherwise been working on the activity). <S> Bob is Alice's line manager (but has explicitly appointed Alice the leader of the activity). <S> In both these cases Bob is entitled to be there.. <S> But depending on the difference between the two in seniority it may give the image of undermining Alice, it's poor management on Bob's part not respect the channels he put In place. <S> Bob has been on leave since the activity started and is not up to date on the technical details. <S> Therefore, he wants the agenda to be amended to include a catch-up briefing. <S> Flat out rude. <S> If you want to change the agenda of someone's meeting, you talk to them first. <S> Don't care if you're their boss or have been on leave or whatever. <A> Bob should have gone through Alice. <S> Even if he wanted to pull rank if she tried to exclude him he should have done it privately <S> so Alice could save face that he gave her by appointing her . <S> This is undermining, although I would assume unintentionally. <A> If Alice gets an attitude over this, she's out of line. <S> Bob's circus, Bob's monkeys. <S> He's providing the money <S> He's the boss <S> He's been out. <S> Alice is in the wrong from the word go. <S> In fact, it was wrong of Alice not to invite him to begin with. <A> Alice's coworker, Bob, gets wind of the meeting and wants to attend. <S> Instead of asking Alice if he can attend the meeting, Bob goes to one of the other meeting attendees and asks them to forward the calendar appointment. <S> Alice first learns of this when she gets an automated notice from the calendar program that another attendee has been added to the meeting. <S> This is a miscommunication between Bob and Alice. <S> For me the very interesting questions here are: <S> Why did Bob not ask Alice directly after he became aware of the meeting? <S> Was it lack of time <S> /did he just meet his co-worker at lunch, who to make sure not to forget did a forward on the phone? <S> And did he potentially ask Alice to be invited to such meetings before? <S> Is it conceivable that he explicatively asked Alice to be invited, but she did not? <S> Is co-worker on a more informal basis with Bob and him/herself senior to Alice? <S> E.g. is Alice a fresh project manager or technical lead for a project under Bobs supervision? <S> In the last year I observed several of such cases, and usually these don't end well for Alice. <S> I would recommend her to swallow whatever she has to say and continue working.
| Not worth doing or saying anything unless it's oft repeated or egregious (such as inviting himself to meetings he has no business reason to be in)
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How to convince my manager to have company reimburse me after passing certification exam? I am a software developer, and I am studying for the CISSP exam, which I will pay for out of my own pocket ( US$699 ). I will take the exam in February. I have been working with my current employer for about three years now, and during this time, I have earned many other certifications, all of which I paid for with my own money. This time, for the CISSP exam, I would like my employer to pay for it. How do I convince my manager (with whom I have an excellent professional relationship) to have the company reimburse me after I pass? <Q> You do not. <S> My stand on that would be simple: you do not ask after the fact. <S> Period. <S> Means: <S> you should have asked BEFORE ORDERING the certification, not now that you got it. <S> I generally only refund costs that are one of the following: <S> Preapproved <S> Critical Budgeted (which is actually a special case of blanket preapproval). <S> An exam is neither. <S> As such, if an employee orders this before having a PO accepted - there is NO refund. <S> Never. <S> Out of principle. <S> Whether the exam HAS happened or not is irrelevant. <S> Now, for approval: is the exam NEEDED and does it provide additional business value? <S> if not - automatic reject, I am not in the business to spend money on non business relevant expenses. <S> And yes, most computer certifications are not actually NEEDED, legally. <S> There are few exceptions: <S> more for certain consultancies (customer demands it, so it is either have it or not getting work), less in the MS world (certified partner requires a NUMBER of certifications in the company, which can be a lower number than employees, so no automatic approval, and the business value is a bag of goodies worth MORE than maintaining the certifications = business value) but <S> in general: no, pieces of paper. <A> Firstly, find out if your company has a policy in these matters, many do. <S> If they don't then ask if there is any recompense or other gain to be had by passing certifications. <S> Another company I worked for they would pay for the exam if you passed. <S> Depending on their services and products certification can be a big deal for a company as it gives them suitably qualified staff which they can then add to their marketing tool kit. <S> But first you need to find out if they have a policy towards it, then move forwards from the response. <S> You may be able to get a policy started, it's quite a big thing, because it sets a precedent <S> and it's a bit of a gamble because the certification belongs to you and makes it easier for you to move away. <S> I've paid for several employees certifications and they've all moved on. <S> which I'm fine with, part of my business is used as a stepping stone to bigger things. <S> But my business is tiny and I gain in other ways, other companies look at it differently as a loss. <A> As an information security professional who recently passed the same exam, I would begin by stressing how you, as an future Associate of ISC^2 and potentially full CISSP holder, would benefit the company with your additional knowledge. <S> By making your employer realize the value added, they should be more likely to reimburse you. <S> There is one section of the CISSP curriculum focused on software development security . <S> One theme of this section of the curriculum is that vulnerablities in software are best prevented / mitigated by following good information security practices in development. <S> After the software is already released to production, it is usually more costly to remediate security deficiencies. <S> I would agree based on my work experience as an security analyst and former auditor. <S> You seem to be someone who cares about getting security right, which is great. <S> Translate how your increased awareness of secure development would save the company money - by building security controls at the point where it easiest, at the code development stage. <S> In this manner, not only did you personally gain useful knowledge, but you are essentially also doing a valuable favor for your employer, by allowing them to save costs in the future. <S> Therefore, such future expenses saved should be reimbursed back to you . <A> You should be able to provide reasons, why your certification is beneficial for your company. <S> Reasons could be that with this certification your company would be able to get projects which require that sort of qualification. <A> Be careful that you don't ruin your "excellent professional relationship" with your manager by making such a ludicrous request. <S> Yes, many companies do reimburse their employees for being certified, taking exams and courses, what have you. <S> But there's a structure and a purpose to it. <S> You can't just show up one day and say " hey, I need to pay 700 dollars and it just occured to me that you may randomly decide to pay that for me. <S> Would you ?".
| In one company I worked for, they didn't pay for anything, but if you gained a certification, they upped your pay since it directly benefited them to be able to list certified professionals.
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How to explain to recruiters and hiring managers about a former "manager" that was fired Not sure how to best write the question, I hope my explanation clears things up. A while back, our startup (early stage) hired someone to help out with my responsibilities and during the negotiating process he requested a more prestigious title. So from outside the organization, it would appear the person was managing me, but in reality responsibilities were the same between us both. After a few months, he didn't quite live up to the task and was fired. Fast forward several months, the startup is going through bad financial times and large amount of the staff were laid off (including me). It seems he is still looking for a new role and now I am looking too, there is a high chance we will be interviewing for the same roles at other companies, at least locally. What is the best way to handle if a recruiter or potential manager asks what it was like working with him, should I be honest and say, he was let go for bad performance? <Q> I cannot believe that anyone would be so unprofessional as to ask this. <S> If anyone did ask me, my first reply would be "I'd rather not say". <S> By now, even the thickest skinned should realize that they are not going to get an answer. <S> If pushed further, walk - there are other jobs. <A> What is the best way to handle if a recruiter or potential manager asks what it was like working with him <S> [coworker that was fired]? <S> Should I be honest and say he was let go for bad performance? <S> I don't see how this scenario could come up. <S> It's highly unprofessional to ask a candidate to evaluate another candidate. <S> If, by some reason, this does come up during your interview process. <A> As others have pointed out, it won't come up. <S> And if for some reason it does, do not say anything negative. <S> Just keep it brief and positive. <S> " <S> Bob and I worked together briefly at Spacely Sprockets. <S> We were on the same team together under the same manager. <S> He seemed liked a nice guy, but we didn't work together very long. <S> He left the company a few months before I did to explore another opportunity." <S> ---------------------- <S> Alternate Scenario #1 - They hire your former co-worker first and then interview you: <S> Interviewer: We've been impressed with the talent from Spacely Sprockets. <S> We just hired Bob, who I think you may know. <S> Did you guys work together? <S> Your answer is mostly the same as above . <S> They've already asked your former co-worker about you anyway. <S> So keep it positive. <S> ---------------------- <S> Alternate Scenario #2 <S> - They hire you first, then consider your co-worker as a candidate: <S> Manager: " <S> I see you and Bob worked at Spacely together for a brief period. <S> What do you know about him? <S> We're thinking about interviewing him." <S> Assuming you have already started at the company and have established working relationships, you can be more honest and open - especially if you do not really want to be working with him again. <A> What is the best way to handle if a recruiter or potential manager asks what it was like working with him, should I be honest and say, he was let go for bad performance? <S> The only time that is at all likely to occur would be if they hired him first, then wanted to hire you to work for him. <S> In that case, you should end the interview and move on to another opportunity. <S> In the exceedingly unlikely case that they did ask in question in some other context, just beg off of the question. <S> "I'd rather not comment on that. <S> " is perfectly appropriate in this situation. <A> Always be positive. <S> You don't have to be specific -- and in this case you shouldn't be. <S> If pressed, there's always the response one manager-friend gave to someone asking for a reference: "You'll be really lucky to get him to work for you. <S> " That was completely honest, but only someone looking for it will see the warning sign. <A> State "conflict of interest" / "bias" I would say... <S> I would rather not answer that at all because of the conflict of interest / bias — in that we are applying for the same position — and the unfair advantage I would have in that you may value my words higher than theirs <S> No matter your best intentions, you are biased, and should be considered as such. <S> Hence you should excuse yourself from even the possibility of being regarded as such and decline to answer on those reasons. ...which may work well for you in that it creates a good impression that you value fairness when you are in a position to otherwise create an advantage for yourself. <A> This should never come up, at least not while you're both interviewees. <S> Firstly, there's probably some kind of legal issue disclosing employment status of someone else (IANAL). <S> Secondly, it's highly unprofessional; what if, for example, the other person wasn't actually unemployed, then you (the unrelated person) could contact their company and be like "hey <S> , did you know Joe is interviewing behind your back?" <S> That could cause a lot of problems for everyone involved. <S> It might come up once you're an employee at the company, in which case you should tell the truth. <S> Don't speculate about things like "Joe was fired because... <S> " unless you were actually in the meeting when he was terminated; you don't know what happened and are just making speculative guesses (you can't even be sure he was terminated unless you saw his termination notice, which you probably have not). <S> However, mentioning things you did experience, positive or negative, are fair game. <S> If this question does come up during the interview: <S> 1) You should not give a positive review. <S> Giving a positive review gives them an excuse to hire him over you. <S> You are both competing for the same job, and if you want the job, don't give him an edge. <S> However, you don't want to give them the impression that you can't work together; perhaps they've already settled on hiring him, but want to know if you have some kind of history. <S> If you don't particularly mind working with him, then you should give a neutral review to show that you can work together without giving him an edge. <S> 2) <S> You should try not to give a review at all, if you can avoid it. <S> Don't badmouth others behind their backs, that's unprofessional. <S> If they press you into answering, you should say something like "I'm really uncomfortable answering this question, but if you absolutely insist, then... <S> " <S> 3) Deprioritize any company that is unprofessional in this way. <S> It's not their business for interviewees to evaluate each other.
| If pushed, "I understand why you ask, but hope that you will understand why I feel that it would be unprofessional of me to answer". I would be honest about your coworker's work and how he exited the company. In other words: Tell the truth, not necessarily all of it.
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Are outbursts of emotions inadmissible? I have joined a software company in a QA team in Estonia. The HR told me the company has a flat hierarchy. I found my team lead arrogant and rude. I politely asked him not to talk with me like that, because it annoys me. But later he gave me a warning message which says: Outbursts of emotions is inadmissible. Additionally, in his warning email, he pointed me as false promising , and deceiving . I am wondering: Is what he said true, that outbursts of emotions are inadmissible? Given it is a flat company, how should I ask him to be polite? Details: We were talking about a technical solution. I said that his proposed solution is wrong. (I was talking about his solution ), and he said "You are wrong". He targeted me with this sentence, and then ordered me to complete the task without any more discussion. As far as I know, you should never say You are wrong . But, there should always be discussion about why I think the solution is good or not? <Q> Well aside from the fact that it's poor grammar, you could always change things up a bit Instead of saying anything about how it makes you feel, simply tell him that his actions are not professional, and that feelings don't enter into this. <S> He does have a kind of a point, as you never want to lose your cool on the job, but he's playing a game of trying to get you angry, then shame you for it. <S> Settle this quickly between the two of you. <S> You can say it in a number of ways. <S> I'm sorry, I will not be addressed in such an unprofessional tone. <S> or Please keep your tone professional or, for a bit stronger tone. <S> Your unprofessional tone does not create a productive environment. <S> You don't want to give him the wedge of basically saying you are emotional and unstable. <S> If he hits you with another bit of nonsense like that, reply with. <S> Slogans are no subsititute for professionalism. <S> Don't let yourself be bullied. <A> You believe your criticism of the team lead's solution was constructive and appropriate, and that his response was rude. <S> He disagrees, and sees either your original criticism or your complaint about his as inappropriate. <S> Do not assume your assessment of the situation is correct and his is wrong, as this will lead to more conflict. <S> And the lead will "win". <S> Arrange a brief sit-down with the lead and talk over the entire situation with an open mind. <S> Start with an apology for accusing him of being rude (yes, an apology, even if you think you were right). <S> Then move on to wanting to understand how the interaction ended up in this place, and wanting to avoid problems like this in the future. <S> You can explain that you felt your original criticism of the solution was focused on the technical aspects only, but that his response started to feel personal. <S> Then ask how he felt. <S> Then wind up with "How can I express my technical opinion in the future without causing problems?". <S> TL;DR Take some responsibility for the problem in how you communicated. <S> This will often lead the other person to also take some responsibility for their communication, leading to a quick reconciliation and better communication in the future. <A> It is an inter-cultural problem I guess. <S> Maybe your English usage is more subtle, because you may have had more training. <S> I can assure you that "you are wrong" is, in the context of east European countries (I had many collaborators from Russia, Lithuenia, Belorussia) in the range of expected expression and not necessarily meant as an offense. <S> Something which I do not exactly get <S> : you claimed that his solution is wrong, was it wrong? <S> Since if it was not wrong, I could see how that may have offended him to also be more drastic in his response.... <A> Escalate it to the next manager in the chain. <S> Don't take the warning sitting down. <S> If you have a witness, get them to back you up. <S> However informing somebody to not be rude to you is not emotional, the rudeness is. <A> Your team leader used his perceived power and position to bully you into submission. <S> Furthermore, he attacked your competence and self-worth in order to get his solution accepted and implemented. <S> This is what the HR dept. is there for, regardless of it not being your friend. <S> Bullying is a signal of a dysfunctional workplace and whoever hired you should be notified of this. <S> You can not be expected to perform your job when your team leader is an arrogant bully that uses fear and insults to get his ideas accepted. <S> You are way past polite here friend, you need to go into CYA mode, because your team lead has already started to erode at your future in that company. <S> If you care about it (your future, not the company), let whoever cares about the well-being of that company know how this person's aggression impacts negatively on your productivity and feeling of self-worth. <S> If they decide to do something about it, maybe it's worth giving them another chance at showing you <S> they are not dysfunctional and can deal with a problem employee. <S> If not, start thinking about getting assigned to another team or find another company that doesn't tolerate workspace bullying. <S> There are a lot of answers/comments here that leverage your perceived lack of communication skills to find an excuse for your team lead's behaviour. <S> They are all wrong, there's no excuse for forcing your point of view on a peer through fear and emotional manipulation. <S> It doesn't fall onto your leader to decide what is or is not admissible at the workplace, that's what the HR dept. and internal regulations are for. <S> He's only there to enforce those rules and work practices set in place by the HR dept., not his own feelings or ideals. <S> If he oversteps his bounds, it's your responsibility to notify those concerned of his mistakes so that he doesn't repeat them. <A> Given what you have said in the OP and comments, this person sounds like he is trying to be a bully. <S> The thing I would want to respond to this with, against all good judgement, would be: <S> Brilliant advice, but considering your personal attacks on me earlier <S> , I hope you don't mind if I return to sender. <S> What you should do in reality is loop in your manager. <S> As per his own advice, personal attacks should never be tolerated.
| As to whether outbursts of emotion are "inadmissable" (I don't think that is the term which should be used), that is up to your specific company policy.
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Should I tell my going-to-be-my-boss colleague I'm leaving if it hurts his career? Finally, after ten years, I'm about to give in my notice. The exact details of the new contract are still to be agreed upon, but as soon as that's done, I'm off. The department is being restructured right now, and while I'm pretty happy about my colleague going to be my team leader, I'm absolutely unhappy with that new boss two further steps up the hierarchy ladder. While that new department boss is already fixed, my colleague will get promoted, when they finally agreed on the exact team responsibilities. I don't believe our team will be doing that job we're hired for (API development), and we´ll only be the punchbags for anything going wrong. Well, same situation as now, only we´re going to be a separate team instead of being part of a big whole, which IMO will concentrate the punching on us even more. The new boss makes no attempts to stop that - in the opposite he apparently does not believe in such a thing as an internal API and right now he does everything to hinder us working on it, giving us ever new kinds of "job creation plans" (though he continues implementing that API team, a decision made before he was with that company - which to me seems like separating workers he dislikes/doesn't believe in from the rest). I know I am the essential member of that upcoming team. Every team building "workshop" builds on the presumption I will be in that API team. With my colleague getting additional boss tasks and the other two in our team being completely inexperienced, I'm going to be our workhorse. I would love to be exactly that - were it not for that new boss above and that incredibly frustrating working atmosphere he's spreading. So that's why I'm leaving. I know there are lots of questions on SE if one should tell upfront one's leaving and the essential answer is NO . But I'm really fighting my conscience, because I'm hurting my colleague´s career if I let him run into that trap of "selling" his team using my name - whilst I will never be there. I think the team will be clearly failing, most likely the whole creation of an API team has to be rethought - and my colleague will be the losing one. On the other hand, telling him and therefore him changing his way of team selling would clearly be ringing alarm bells for the bosses above - which I clearly want to prevent. So should I tell him or shouldn't I? Some additional information, if it might be relevant: I have a really good relationship to that colleague. He's always seeking advice with me for those team building workshops - which, of course, gets ever harder for me to give we're in Germany notice period are eight weeks... Few enough to pass over my heaps of responsibilities we're at an industrial manufacturer with 8.000 employees we're in a internal machine development department of 35 members, but only 10 of them in our current team setting, with currently only me and that colleague working on the API. Having three subs will be a great promotion for him, which he has hoped for for a long time we've got 6 (!!) hierarchy steps over us up to the CEO, and to me my colleague will be even another one. Therefore, bureaucracy is a pretty heavy load already. Edit: I think the proposed similar question If my employer is planning a big project around me, should I tell them I'm looking for a new job? gives some really good advice to my question, but is still different, as in my situation leaving will hurt someone else's personal career. It seems to me, the overall answer is the same, though: never ever tell anyone. Especially answers like the one "tell them the reasons why you need to look" is exactly what my father told me (who already works for my "new" company): how long did you tell them you´re unhappy? Well, TBH the new boss just added the final touch by working in the completely wrong direction. <Q> I'm assuming that you do <S> not want your higher-ups to know you are going to quit before you hand in your notice. <S> Do not tell your colleague. <S> Nothing good can come out of it for him, because you present him in an impossible to solve problem: He should not tell his bosses, because you don't want that. <S> The best outcome for him is to be in the dark and to be able to look his bosses in the eye and say "He quit? <S> Wow, I he never told me that he considered that". <S> Because the other option would mean he lied to them and put his personal friendship over his work relationships. <S> That's a good trait in a friend but a sure way to never get promoted again in that company. <S> If you want to do something good for him, tell the people in the exit interview that you really would have liked to work with him in his new position but had no confidence in upper management to steer the company in a direction you want to be a part of. <A> You're first responsibility is to do what is best for you. <S> Additionally, your colleague is an adult who is fully capable of looking after himself and got to where he is through hid own abilities. <S> He will be fine. <S> After all, he won't be the one paying your mortgage or looking after you when you're sick. <S> If he takes it personally, he was never your friend in the first place. <A> You shouldn't. <S> Until you have a signed contract, you should never, under any circumstance, tell that you plan on leaving, because there are so many things that could go wrong for you. <S> If you want to do a favor to your friend, you can tell him you'll be leaving before handing in your notice, so that he has a head start in how to handle the situation which may give him the edge in office power struggles to come. <S> But never before having a signed contract for your new workplace in hand. <A> No you shouldn't tell your colleague you're planning to leave. <S> Someone giving notice is EXACTLY what a manager should be planning for! <S> You shouldn't be leaving them in the lurch because if they're doing their job correctly there should be a contingency for this scenario. <S> Keep quiet, inform them when you've got your offer in writing and get on with life. <A> A manager is not like a small business owner with a team of employees, so there is no expectation that he can influence you directly <S> (i.e. he couldn't solve the reason you wish to leave). <S> A good manager works well with the team he has, and will replace staff as they move on. <S> Assuming he is actually good (and not just taking credit for your work), losing you will give him opportunities to show his true value to the company.
| If you believe that telling your colleague your plans hurts your chances of achieving your goals, don't tell him until you have to. It would be his duty to inform his bosses if he knew their key employee is about to quit
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How to follow up after this interview? And what does this email mean? I had an interview with this company on December 19, 2018 (3 weeks ago) and I think it went well. After the interview the interviewer told me that he will send me an email that we will be in touch so if I had any questions, I could ask him during holidays. I didn't receive anything from him, so I sent an email to the HR last week (January 2, 2019) thanking her and asking if she could forward my email to the interviewer so I could follow up with him. Then she replied back with this email : "I have forwarded your email to Alex and we are currently looking into the employment status." I don't know what she meant with this email. It's been a week and I haven't heard anything back, and I don't have Alex's contact so I could reach him! I was wondering what should I do now? Thanks a lot <Q> You need to wait. <S> I am sure you are anxious though it hasn’t been that long since you interviewed. <S> Some Talent Management departments are faster than others. <S> If it’s a big company, there are a lot of hoops and checks/balances. <S> Three months is not unheard of in most cases. <S> I wouldn’t contact them again for at least 3-4 weeks if you haven’t heard anything. <A> You don't state a location - which would have helped. <S> In some places (I am looking at you, Europe), many people take 2, even 3, weeks holiday at xmas <S> (and then another week to get back into the groove when they return to work). <S> In any case, while it seems an eternity of waiting for you, it usually takes a few weeks to make an offer, even to a single candidate. <S> If there are other applicants who might not yet even have been interviewed, it could take longer. <S> Also, "employment status" sounds like there might be a visa or work permit involved. <S> Is his the case? <S> As always, the motto is to keep looking, even after an offer, right up to the moment that you sign a contract. <A> I had an interview with this company on December 19, 2018 (3 weeks ago) ... <S> It's been a week <S> and I haven't heard anything back, and I don't have Alex's contact so I could reach him! <S> Things move really slowly over this time period, and only pick up properly again mid-January time (since employees invariably have to catch up on a lot when they return.) <S> I was wondering what should I do now? <S> You carry on what you should be doing in any case if you're looking for work / internships and haven't received a firm offer in writing - you keep interviewing and applying to other relevant jobs. <A> I have forwarded your email to Alex <S> and we are currently looking into the employment status. <S> They are intending taking on an intern, but they don't have things signed off for this yet, so even if they are interested in you they can't move until the appropriate person signs off on the role. <S> Even if you are not being paid (or earning little as an intern) there is still a cost to a business (facilities, computer etc). <S> Given it's year start, they may be in a new financial year which can delay things until budgets are agreed, (or not). <S> It's a waiting game, and keep looking, these things are never settled until they are, so don't hold out for one until it's a done deal (this will happen with going for jobs throughout your career).
| You interviewed just before Christmas - you can pretty much write off at least a couple of weeks after this time in terms of hearing back.
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Boss showing lack of respect towards colleague I've been with my company for 9 months as a software developer.Several times I've witnessed the boss shouting at people, talking condescendingly or aggressively. So far, he's only pulled me aside to badmouth my colleague in an attempt to "motivate me" (his words). I've realised working with this boss is causing me a lot of stress. Otherwise I like the company and the work. Is this a red flag that warrants leaving the company? My guts tells me that if that's how he treats my colleagues, it may be how he'll treat me in the near future or how he talks about me behind my back. I have no financial problem and no issue finding works elsewhere <Q> Yes, it is bad. <S> Your instinct is right and the fact that you're asking us indicates you already know the answer. <S> Your boss' motivation for acting like this doesn't matter. <S> He may be a sociopath, he may be misguided, but the result is the same: you get stressed out and are miserable. <S> And as you said even if he doesn't treat you like this now, he has shown he's capable of it <S> so there's no guarantee he won't act like this towards you in the future. <S> My advice is to polish up your CV and let the free market do its thing. <A> Being aggressive with co-workers is never acceptable, even more so when you are a manager. <S> Since it stresses you, you have to do something about this. <S> There isn't really room for moving in the company. <S> I have no financial problem and no issue finding works elsewhere <S> I think the answer is here. <S> Get another job and then quit. <S> You won't be able to make him change his behaviour. <S> His hierarchical position and your "juniority" will play against you and you only risk burning bridges by confronting him. <S> A company that promotes/keeps an aggressive project manager is a bad company. <S> It can happen in big ones because upper management don't see it and there are a lot of managers, but in smaller ones the upper management can see it <S> and it seems they don't do anything. <S> Even if they do not see this, a toxic manager like this can slow your career progression or stop it completely. <A> I have no financial problem and no issue finding works elsewhere <S> Given these 2 facts you should certainly look for another job at your leisure. <S> Because it looks better that way. <S> But I don't really care how others are treated. <S> I've worked for people like this before and eventually you will get the short end as well for something probably quite minor. <S> But if you can get through and leave on good terms <S> it's worth doing. <S> After you leave don't bad mouth your old workplace <S> either, the people who know it will already be aware and think well of you for getting through unscathed, those who don't might assume anything. <A> Is this a red flag that warrants leaving the company ? <S> My guts tells me that if that's how he treats my colleague, it may be how he'll treat me in the future or how he talks about me behind my back. <S> You are 100% correct. <S> I have no financial problem and no issue finding works elsewhere. <S> I would suggest this is a sensible option. <S> Just make sure you don't badmouth your boss on the way out, and then you've got yourself a clean exit with a good reference. <A> Why don't you turn this into an opportunity? <S> You might prepare an answer like "Sir (or Madam), I don't like employees being shouted at. <S> I particularly dislike it when somebody does it with me. <S> Therefore I'd like to request you to refrain from shouting.". <S> (I particularly advise you to tell this to your boss when you're alone with him/her) <S> There are two possibilities: <S> Either (s)he won't care and will shout at you. <S> This is exactly what would have happened before, so you loose nothing here. <S> Either (s)he will care about what you say and refrain from shouting. <S> As a result you might be the one who has teached the boss to stop shouting, which might be good for your career (other colleagues will like you for it and the boss will respect you for standing up for yourself). <S> Good luck
| Your boss's behaviour is unacceptable. I would keep my head down and try and finish out a year first and leave on good terms if it wasn't too stressful.
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How to know if an ergonomic chair I've been recommended is overpriced I've been having pain which the consultant has said could be down to my posture, so my employer paid for an assessment to be done. The company who did the assessment recommended a new chair, but this same company also sells and, through another company run by the same people, manufactures the chairs. I can't find their chairs sold anywhere else, yet they offer to beat any other quote. The recommended chair look decent enough, but costs £910 + £50 delivery which seems a lot for a chair, especially as my employer have said they'll pay up to £250 (I can pay the difference if I want to). To me, this chair doesn't seem any different to a different model I found, which has the inflatable lumbar support, adjustable arms although no head rest, but comes in at £300. Is the recommended chair worth the extra? Is there much difference between the £300 chair and the £900 chair I'm missing? I don't mind spending more on a chair if it's going to help, but I want to avoid paying a lot of money if the company is just taking advantage of doing the assessments then selling their own products, but I'm not sure how to find out. <Q> You can probably rent both chairs for a few weeks to see which one fits you best. <S> If they don't offer this service, don't bother with them anymore. <S> Ergonomic equipment is serious business and you should get what fits your back, because it's your health that's on the line. <S> Once this is done, forget about the price, and go with the one that seems most comfortable to you. <S> But this isn't very useful, because the question is actually how much you value your health and how much you want to make the pain stop. <S> What's that worth to you? <S> How about £600? <S> Does that feel expensive? <S> Only you can answer that, but you need to know if the chair actually helps. <S> Thus the suggestion to rent. <A> I can't really support over-priced chairs that are supposedly to help your back. <S> We have an antropovarius from back in the day <S> and I suppose it's the only one that was made in that color (256!) <S> or whatever, so <S> it's worth a lot <S> I also have a $90 chair from Staples. <S> (One of the really big, poofy ones! <S> It's probably called the "Churchill" or "Admiral" or "Fat and Tall Conquerer" or such.) <S> I only ever sit in the $90 Staples one :O <S> It's much more comfortable and I feel better at the end of the day and week. <S> As everyone has said you should surely get a free trial for a "medical" chair such as the one you mention. <A> No one here can directly answer if you actually need the expensive chair your current doctor is recommending. <S> If you're uneasy about spending that much, I'd recommend getting a second opinion from a different health care professional. <S> However to put the cost into perspective, I'd note that - assuming a 40 hour work week - you're spending about 20-25% of your life sitting in an office chair. <S> That means it's probably your second or third most used piece of furniture. <S> Your bed is almost certainly number one, if some other piece of furniture sits between it and your work chair comes down to the rest of your lifestyle. <S> Very few people who can afford better would think that spending more than $100 on a mattress is unreasonable. <S> But even though they may spend an order of magnitude more on their bedding still balk at anything beyond the cheapest chair they can find. <S> As a final point, if you and your employer are going to split the cost of initially buying the chair; make sure you know who will own it once you leave. <S> You don't want to be disputing the issue six months from now if you end up being laid off, or voluntarily leave for something better. <S> You want to have this answered before buying anything in a split payment structure. <S> If they're unreasonable I'd recommend biting the bullet and just buying the entire chair out of pocket <S> so it's clearly yours rather than risking £710 of your money just to save £250. <A> An ergonomic chair has almost nothing about solving the main problem: the pain. <S> At least, you have to do the following things first: <S> Visit a doctor with appropriate medical specialization <S> Change your lifestyle <S> (as the posture is usually a successor here) <S> Un-learn yourself having that posture <S> If and only if that things are not giving the solution, you could open the wallet and buy that chair.
| A note on things being too expensive : You can get a graph of all chair prices to see how your chair compares with others on price.
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How to respond to disastrous workplace while looking for a new job? I’ve just started job hunting, but even if I should find something quickly, it’s still going to be a matter of several weeks before I leave and it could certainly be more. How should I respond to my boss (the owner) and my manager in the meantime? I’m planning to leave because my work has become chaotic. We’re barely keeping our heads above water. My boss doesn’t see this, however, and no matter how many prompts/warnings we give he refuses to see it. He’ll fixate on one problem and then our manager (after stress from him) will use very bullying language about my team and concentrate on that one problem. Which generally can’t be resolved because we are under staffed, have no working schedule for a massive workload etc. We have also reminded her multiple times about issues (on paper and in meetings) to no avail. Basically, I don’t think my boss will change. I’ve known him for years and things have been steadily going downhill. I think the manager is so stressed out that in the context of this job she will never change either. So should I keep raising issues and pointing stuff out, or should I just do my work in the time allotted and go home? Should I do bits of overtime because I know it will help other staff members with their overwhelming workload, or should I not bother? I feel like all my concerns etc are doing is taking up air space since they’re never actioned on or even given a straight answer. What would be the best way to handle this given that I want to be professional but don’t want extra stress to no gains? <Q> I want to be professional but don’t want extra stress to no gains <S> Professionalism <S> - Sounds like you have done your best to notify them of the problems. <S> So should I keep raising issues and pointing stuff out <S> You said they haven't "[acted] on or even given a straight answer" to your previous suggestions/complaints. <S> Sounds like a good time to stop suggesting and stop complaining (including to your co-workers). <S> Should I do bits of overtime because I know it will help other staff members <S> Sounds <S> like you are saying that (even if you could fix the whole problem by increasing your hours with no pay ) this would not solve the problem... <S> so, no <S> you shouldn't. <S> I want to be professional <S> but don’t want extra stress to no gains <S> should I just do my work in the time allotted and go home? <S> Yes. <S> And you should do it well enough that they miss you when you're gone. <A> You do your best no matter the circumstances up until you exit on your final shift. <S> To do otherwise would be unprofessional and (especially if you haven't procured a new job yet) could also lead to you no longer having a job. <S> I've seen it many times before. <S> Get the other job before you check out. <A> You are on your way out. <S> The company looks like they are going down, and whatever you do won’t change it. <S> You worked for a long time, trying to improve things, and nobody listened. <S> So don’t worry about the company. <S> Do your best to find a good job. <S> And do enough at your company to not get into trouble. <S> That’s it. <A> If it were me, I would just act normal until I get a concrete offer, then give them two weeks notice. <S> If you've already decided in your head <S> it's time to go, don't torture yourself. <S> I've stayed at places 2 years longer than I should have twice. <S> It's easy to get complacent and just deal, but it's probably bad for your career because you'll get burned out. <A> Documentation. <S> Ask for advice from experts on how. <S> In all cases where you have dysfunction in a workplace — no matter if it is an isolated case or if it is endemic to the workplace — documentation is always the start of the solution. <S> This is often because — as you have already concluded in your case — that verbal communication has broken down. <S> Your sentiments are not getting through. <S> The information you are trying to convey leaks out into nothingness and evaporates. <S> Hence, you document the situation, because documentation is less prone to evaporate. <S> What and how to document depends on your particular situation. <S> I cannot advice you there. <S> They can help you make a graceful exit and give you advice on how to capture your experience so that you can hand that over to your soon-to-be-ex employer in a meaningful manner.
| Shrugging your shoulders and saying to yourself: "Whatever, I don't care what happens I'm out the second I can." has a way of backfiring. What you should do is get in touch with people that are experts in helping people at dysfunctional workplaces, and remedying dysfunctional workplaces, which is to say: Worker unions Workplace inspection authorities
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How to exclude a colleague from a meeting politely? I'm hosting a meeting and the topic concerns a lot of people in our team but I want to keep it focused and invite only several people as a kickoff. I don't want to invite one specific colleague because most probably it will lead to a conflict between him and another meeting participant. Now the issue is that the guy whom I want to exclude from the meeting saw it in my calendar and has asked me to invite him as well. I don't like it because I didn't invite him and it is not polite to ask me like this. I need to say something to him and state the reason why he can't join. I don't want to be very direct, because he has this sort of escalation culture. Once he is upset he will email management. What are the perfect phrases to explain to him the truth? How to approach this? <Q> Presuming you are under no actual obligation to invite him (company policy or whatnot) <S> then there's really no issue, also assuming 'several' is 20% or less of the whole team. <S> "This is just a small focus group.... <S> might not lead to anything, not worth your time right now." <S> If you're worried about his 'escalation', just give your management a heads-up about the limited scope of the meeting. <S> Unless they specifically object, his reaction isn't your problem. <A> If you do want to say smth then the smth you want to say is probably: Steve, for that meeting I am not inviting key players like yourself. <S> I am first briefing the four database guys. <S> And the meeting won't be bigger than those four. <S> Thanks for asking though. <S> I'd do that by email. <S> (Substitute "database" for any relevant bullshit tech word.) <S> An alternative is this: Steve, that one is just an introductory meeting for the four database guys. <S> The meeting won't be bigger than those four. <S> Thanks for asking though. <S> the two keys to such a communication are: you have to be really specific - to shut down any silly "rebuttals". <S> If you say "it's for participants" the person in question will assert they are a "participant". <S> So be specific . <S> (It's for Group XYZ only, it's for network programmers only, it's for juniors/seniors/ <S> Melbourne office only .. etc.) <S> it's good to "put a number on it". <S> Numbers confuse weak minds and usually end further enquiries. <S> Hope it helps! <A> Assuming he will be on this project but just isn't needed for kickoff <S> I'd go along with something along the lines of: <S> The target group for this meeting is only {subset of project team}. <S> Sorry <S> but we need to keep it small and focused. <S> However I will need you in for the meeting where the whole project team will be there. <S> Invites will be going out later this week/Invites were sent on XXX. <S> The last part is important as it validates the fact that he will have a forum to provide input. <S> If he won't be part of the project team and is more of a stakeholder I'd go with something like: <S> This meeting is going to be specifically for the {subset of the project team}. <S> Everyone who is interested in this project will have an opportunity to offer input at the first stakeholder meeting. <S> I'll keep you in the loop on when that will occur. <S> If he is someone who needlessly escalates, I'd tell your boss that you are nipping that in the bud and CC them on the response to him. <A> I don't want to invite one specific colleague because most probably it will lead to a conflict between him and another meeting participant. <S> YOU CAN'T <S> DO <S> THAT : <S> Provided both are part of the project and the agenda encompasses their purview / tasks and level of hierarchy. <S> A) you're speculating about potential conflict B) <S> they both have a right and obligation to be there <S> C) conflict usually can easily be stopped in a meeting, violence or shouting during discussions is a firable offense YOU <S> CAN DO THAT: <S> If the colleague in question is not part of the project, the meeting won't be informative or aide in his tasks or he is not in a leadership or decision making role. <S> In this case have a look at the other answers providing potential wordings / approaches. <A> The below is all assuming this colleague who wants to be part of the meeting actually is part of the project that the meeting is about. <S> If he is not, then simply say "sorry, this meeting is for project participants only", and leave it at that. <S> If this colleague insists on attending the meeting despite not being part of the project, then have a chat with his manager: "Joe is not part of my project right now, but he asked to be a contributor. <S> Can we have Joe on our team?" <S> Then if the manager says "sure", you have an extra developer to assign tasks to, and you should expect the colleague to contribute equally to the other team members going forward ( <S> and if he doesn't, then you should report him to his manager for insubordination). <S> In the vastly more likely case that the manager says "No, Joe has his own work to do", you forward that message to your colleague: <S> "Sorry, I asked for you to be added to my team, but your manager declined. <S> As a result, I'm not going to invite you to this meeting". <S> If he is part of the project, then he should be part of the meeting. <S> If he is not part of the meeting, then he may be missing some context he needs to be productive on the project. <S> Even worse, he may get second-hand information from the meeting from someone else, and then he will be misinformed, which is worse than uninformed. <S> I would just invite him to the meeting. <S> You may want to forewarn him that the other guy who you think he will have a conflict with will also be there just so he's not blindsided. <S> As the organizer of the meeting, it is your responsibility to defuse or deescalate any conflict that might come up between these two as a result of them both being in the meeting. <S> It is also your responsibility to ensure that all relevant project participants have the information they need to work productively. <S> It's not an issue of not liking someone, but at work you have to be professional, and if these two people are causing conflicts, <S> that's not being professional and their managers should know about it.
| If there is a serious conflict during the meeting, you should raise it with the manager(s) of the people involved in the conflict after the meeting. If the person persists, simply totally ignore further communication.
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Reject many meeting invitations without upsetting the senders [I found several questions to reject meetings in special situations, but not a general one. So I'm asking this.] I'm infected with meeting overload. Meetings often take up 80% of my weekly working hours. I don't have enough time to execute discussed actions. At this point there is no other solution than just rejecting meetings. I cannot take things off-line or take initiative otherwise. I need a quick way to reject many meetings without upsetting people. I thought about setting up a standard response which explains the situation, but I'm still searching for a good wording. On one side I don't want to create the impression that I don't value their work, on the other side I want to avoid that my explanation is used to argue why I really need to join this one time. Out Of Scope We're just too few people to handle the work, that can't be changed in short term. I know which meetings to reject. These meetings probably wouldn't changed much, if I don't attend. Often they have an informational character and I would be fine to read the summary. No advice is needed here. I already read other posts about general strategies to avoid meetings. Here I want to focus on rejecting completely. <Q> I need a quick way to reject many meetings without upsetting people. <S> In similar situations, I've blocked out large chunks of work hours each day on my shared Outlook calendar. <S> Then when I rejected meeting requests, it was always simple and easy to understand because "I'm busy with other work at that time. <S> " If anyone was upset, I never learned about it. <S> That works unless your boss is requesting the meeting. <A> If these are meetings scheduled in Outlook or some other scheduling software, you can simply decline or ignore the meeting request with no explanation. <S> In many cases, no-one will come to you and ask for an explanation. <S> Declining is nicer, and should be done if there is any chance they need a headcount for the meeting. <S> If you do get asked for an explanation, just say <S> In order to complete my work, I have to decline all meetings unless I am an essential participant. <S> Unless you absolutely need my input at this meeting, and cannot proceed without it, I cannot attend. <S> I'm simply doing triage - trying to get as much done as I can as efficiently as possible. <A> First of all, establish if you're required by your role or superiors to attend these meetings. <S> If you are, you need to find ways to condense them, possibly by merging or shortening some (if you have the authority to do so). <S> Besides, are you the only one who has this problem ? <S> If you're the only one, you need to find the reason, especially if you're not in a lead or supervisor position. <S> Meetings serve an important purpose and should not be superficial, nor should they be ignored or rejected unless the topics discussed have absolutely no relation to your work or responsibilities. <S> If people plan too many redundant or unproductive meetings, this needs to be flagged with management. <S> Don't single out a person or meeting but keep your complaint general to avoid alienating colleagues. <S> After all, it is in company interest that you finish assignments rather than sit around talking without measurable results.
| If you need to attend but can't fix the amount and length by yourself you should inform your manager that your work is suffering from this. It helps to advocate for change in meeting culture if a group of people suffer negative impacts.
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What to do if there is no work but there is 4 months left on my contract? I was hired as a software engineer contractor to solve a particular problem in a big tech company. I feel like I've solved it, because there is less and less work coming my way, but there is still 4 months left in my contract. I've been working less and less hours to try to spread the workload to hopefully finish it right before my contract ends, but it doesn't seem like I can do it. My thinking was that if I finish my tasks quickly and efficiently, the big tech company will give me more cool work, but they don't give any cool assignments to me for some reason. I don't know what to do. Should I just come to work and stare at the screen doing nothing, collecting my money? The company is big and famous and has money, so they will probably not mind me doing it, but I am afraid I will go crazy. I mean, it's 8 hours per day for the next 4 months of just string at the computer screen. I don't want to pretend that I work, because I would feel guilty doing it. And I would not even know what to do to pretend well. My manager wants weekly report on what I've done. Should I write "Stared at the computer screen" or "Pretended that I worked"? I would feel weird and guilty writing this in my report. <Q> My recommendation would be to go to the manager and let them know that you are running out of work and ask if there is anything else they need done. <S> Something like: <S> I'm almost finished with XYZ, should be done in about X days. <S> Is there anything else you would like me to work one after that? <A> There is always something more to do in software. <S> This sounds like a dream opportunity. <S> Think of the poor chap who will have to maintain your code: <S> Is your documentation complete and up to date? <S> Write more unit tests (you know you need them) <S> Don’t try to tell me that your code has no FIME, TODO or XXXX comments <S> And zero compiler warnings? <S> Did you lint it (static code analysis)? <S> And does it have enough comments? <S> Are your variable names meaningful? <S> Is there nothing to refactor? <S> No new features that you could suggest to management? <S> No support tools to make life easier? <S> The first project in history with zero technical debt ? <S> If you truly have nothing at all to do, then you might find something you would like to learn, which you can pass off as work related to any non-tech who glances at your screen & sees you doing “programming stuff” (especially if you think it would help you in future projects with that company). <S> But you really shouldn’t have to; just go through the list above. <S> And of course, there are always the alternatives of looking for another job and/or explaining to your boss that you are out of work & <S> would like a new project (at the very least, subtly enquire if there are any new projects on the horizon & express an interest). <A> It is not uncommon but before you "collect money staring at the screen" you need to ask for assignments and further work. <S> If they have nothing to do at the time you may suggest to do R&D, training or some other company or future projects related work. <S> There is always something useful for yourself or the company that you could find to do, really. <S> However, if your superior suggests to surf the web or stare at the screen, by all means, go ahead and do that. <S> Make sure to have it in writing and a papertrail of your requests for work assignments. <S> Repeat every week or two to stay in the clear.
| Generally I don't recommend just sitting around waiting for work to land on your desk, you want to portray yourself as being proactive and productive.
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Should I speak up if I feel like my team is coasting our project? I work in a big tech company which has lots of money and it spends them on experimental startup-like projects to get an edge over other startups doing innovation in this space. Just like startups having 5% success rate, these projects also have 95% failure rate. I feel like this project is going to be one of the 95% that fail, but nobody on my team speak out about this. I feel like they are pretending that all is well because they need money for rent. I feel guilty wasting companies money on this project, but I need money for rent too, so I keep quiet. Even if I choose to speak up I am not sure what to say. Something like "Hey team, including the boss, I feel like we are wasting company money, because this project doesn't go anywhere, which is actually what is expected, because 95% of startups fail, and this project is like a startup. Can we ask higher ups to give us another experimental project to work on or something?" I'm torn between continuing this acting game and waiting for the higher ups of the company to catch up to this scam or either speaking up about it to my team or finding a new job. Looking back in my work experience I've realized that this scam was happening in my previous jobs, but I didn't notice it. Is there a way to avoid such scam jobs/teams? <Q> [...] <S> I feel like this project is going to be one of the 95% that fail[...] <S> Find the reason why and suggest a better approach. <S> (don't whine about how you feel "this is not working") <S> [...]I feel guilty wasting companies money on this project[...] <S> Unless you're the project manager or on the board of directors, this is NOT YOUR DECISION, NOR RESPONSIBILITY. <S> [...] waiting for the higher ups of the company to catch up to this scam[...] <S> It's not a scam, it's a necessity. <S> That's how business ideas are tested and developed into a success or proven to be dead ends. <S> [...]Is there a way to avoid such scam jobs/teams?[...] <S> Why don't you see them for what they really are? <S> Opportunities for you to be creatively and practically involved in creation of cutting edge technology and new products / services in addition to the excellent ways for you to learn and grow experience. <A> If you think something needs to change to do that, figure out what needs doing and present a plan to your boss. <S> However, your ideas may not completely align with the strategic view of the project. <S> Don't be disheartened if some of your suggestions are knocked back. <S> Just become more determined to succeed. <S> There's a huge number of failed projects throughout history that big companies have put resources into before dropping the project - Google and Microsoft, and even Apple, probably have some of the biggest whoppers. <S> It's not that companies launch projects that are intended to fail - it's just that some don't stick or the times move on. <S> That's not to say that time is wasted - lessons are learned, technologies are developed, and this knowledge and the team members who build it are transferred into other projects, helping them to become more successful. <A> You are making many assumptions and presumptions. <S> It is not your job to determine whether company resources are allocated properly or not. <S> You need to be more focused on your job and less on the company's executive level steering. <S> 95% failure rate is pretty much the standard for startups, skunkworks, drug research, and pretty much every innovation. <S> Thomas Edison, one of the most prolific inventors of all time failed most of the time. <S> You need to re-frame your thinking. <S> If your company is any good, they have a "lesson's learned" phase at a project wrap-up. <S> These lessons learned are added to the company's knowledge. <S> If your company is happy with a 5% success rate, then there's no problem. <S> I'm torn between continuing this acting game and waiting for the higher ups of the company to catch up to this scam or either speaking up about it to my team or finding a new job. <S> It's not a scam <S> , it's research, development, and testing <S> The higher ups know what's going on already <S> and they know it's not a scam. <S> We learn by failure, and it's good for us. <S> I was on a year-long project that ended in failure.... <S> BUT: We developed new methodologies and techniques that we have used on subsequent projects <S> The business customer realized what he needed and found better solutions. <S> We archived the code and are using most of it in other projects. <S> Just because something fails does not mean it's a waste of time.
| Your duty is to try, with your team, to push your project into the 5% which succeed. Don't underestimate the value of failure to a company, or yourself.
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Should I put a job on my resume that I was fired from for attendance? I recently got fired from my first job after working there for 6months and even being promoted. Im conflicted as to whether I should put this on my resume. My old manager had no problem being put down as a reference. I have a great work ethic, just think the job was too close to my house and I got a bad habit of leaving late. <Q> Yes. <S> If you omit that period of time, the interviewer will very likely ask you what you did during that time. <S> If you lie, or otherwise decline to answer, that would typically be looked upon as a negative. <S> That said, they'll likely ask you why you were only there for 6 months. <S> You should phrase the answer bluntly (you were fired for being tardy, and were tardy for ...reasons ), and you can also use it as a segway to ask the interviewer what their policy on work hour flexibility is. <S> Many companies nowadays offer a smaller 'core' set of hours and people are able to come in/leave when it suits them as long as they get the work done. <S> Mostly it's simply being treated as an adult instead of a child. <S> Companies that behave like the latter don't trust their employees and would likely micromanage you to intense frustration. <S> Either way, figuring out what they expect and letting them know your preferences is a good way for you both to determine whether it's a good fit. <A> If you are sure your manager will leave a good reference, then it should be ok. <A> Dont have a resume that says: <S> ABC Company. <S> Hired june 2018 <S> - Fired dec 2018 for attendance issues <S> Acme Co. <S> Hired Jan 2018 <S> - Fired june 2018 for insubordination just put the most basic info ABC Company. <S> june 2018 <S> - dec 2018 <S> Acme Co. Jan 2018 - june 2018 <S> if a new interviewers asks why you left say something along the lines of: Wasnt a good fit Was looking for better opportunities
| Dont offer any more information than you need to on your resume.
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How to cancel job interview without burning any bridges? TL;DR I agreed to a job interview and now I don't want to go; how do I explain it to the HR without burning the bridge for further applications to the same company? Context: Some time ago I applied for multiple job positions, as I perform very well in my current company and wanted to get some perspective on how much raise I can ask for while being periodically evaluated. HR from one company called, we agreed on the interview date, it's next Monday. I received an invitation email and then realized that the office I would work at is 1-hour drive from my place of living, and I definitely don't want to travel 2 hours a day (on good traffic days) to and from work. I do know it's my bad that I did not consider it before applying and agreeing to meet. However, I like the company culture and projects very much and I think I might apply there again in the future, preceding it with the relocation (I rent a flat, it's not THAT big of a deal, just definitely not now, as I relocated recently and like it so far). Difference between my question and possible duplicate is that I (in my opinion) don't have an honest excuse to cancel the interview, while OP in the other question does - he decided to stick with his current company. Another difference is that it leads to the great answer by ItWasLikeThatWhenIGotHere . <Q> Don't think of it as skipping the interview - you're politely declining one particular opportunity. <S> Dear HR, I am writing to let you know that I will not be continuing further with my application for the [position]. <S> Thank you for your consideration of my application, and apologies for the late notification. <S> I hope we can discuss other opportunities in future. <A> Just be honest. <S> Tell them how much you like them, but that the 2 hours daily travel is a deal breaker for you <S> and you just realized that. <S> Who knows - they may move their office some day or find some other opportunity for you. <S> Maybe they (and you) can live with with a day or two weekly at the office and some home office days, maybe they can come up with something else. <S> Or they may agree that 7 hours work day could be fine for you so they compensate 1 hour <S> and you go with 1 hour. <S> If you give them the real problem - they may be able to find some real solutions. <S> No company will just throw away a good and honest engineer, trust me :). <A> I (in my opinion) don't have an honest excuse to cancel the interview <S> Yes you do. <S> That's a perfectly good reason. <S> Obviously, you're sorry for not noticing that sooner, etc.
| Keep it simple - interviewers are used to having cancellations, and if it's done politely and in advance of scheduled interviews this will count in your favour. Your honest, actual reason is that you don't want to work at the company because you've realised the commute is so long.
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My boss is referring the team as employees, is it a good practice? When ever my boss talks to my team or introduce my team to a third, he refer us as "employees", But I feel it irritating when called as "employee" instead of "team". I feel like he is treating us in a substandard way. Is he doing correctly. Statements like "Employees, lets eat together today.", "Photoshop all my employees in a single photo." <Q> If that's your greatest concern at the office, I'd seriously consider trying to become a lifer. <S> "Team" is just a term that popped up as an management tool to "make employees feel more empowered". <S> Quit getting offended at nothing or that attitude will bleed out, and you'll eventually get your wish and hear the word "team", but in the phrase "You're not a team player". <S> Enjoy the job and ignore the small stuff. <A> It's not substandard, it's technically correct . <S> What he does is remind you of your employer-employee relationship and the hierarchy that goes with it. <S> It would be wise for him to try and make you forget that, for example by employing the use of the word team <S> but he's not really being unfair with you. <A> This sounds like a misunderstanding. <S> If he speaks in english as a native german it is his misunderstanding, if he speaks in german it's probably yours. <S> Referring to people as <S> "Mitarbeiter" literally translated means co-worker but can also mean employee, especially if introducing to a third party who knows he is the owner or upper management. <S> The literal translation of employee would be "Angestellte(r)" . <S> I doubt that's how he addresses you personally as it does convey the hierarchy and is, while technically correct, somewhat misplaced or rude. <S> It is however absolutely acceptable to introduce you to a third party this way, provided he is the owner or upper management. <S> If he is a new business owner he could express his pride this way. <S> In germany, addressing an employee directly is usually done formally using the last name and putting "Frau" or "Herr" in front of it. <S> Lately, especially in young companies your first name is used in an informal way of addressing one. <A> "Team" is one of the sports metaphors that seem to have crept into BusinessSpeak, and is something that some people find more annoying than the descriptive term "employees" - it may be that your boss is one of those people. <S> This question depends a lot on personal preference, so in that respect good practice will depend on the local and company culture. <S> Either way, while your second example sounds reasonable, I would find it odd for someone to use it as a form of address. <S> Either "Employees, let's eat together today" or "Team, let's eat together today" would sound [to me, at least] like a manager who was trying too hard.
| There is nothing unprofessional or improper about referring to employees as employees.
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Rejected Candidate showing up to the office We do interviews then send selected candidates to panel interviews. Considering the following scenario: If an applicant comes into the building after they receive a rejection letter, and asks you in person why they were not selected to continue on in the interviewing process. What would be a suitable response or course of action if this happens? <Q> First, the person would actually have to get into the building. <S> To do this, they typically need to pass the front desk, and there is no reason for the front desk to let them in. <S> That's neither rude nor inappropriate, but perfectly normal when someone shows up without an appointment for whatever reason (interview related or not). <S> "Sorry, the people you want to see are busy". <S> If they try to force their way in, call security or the police. <A> Give them no information. <S> If they press, refer them to the information in the rejection letter or refer them to contact the recruiter they were working with at your company (assuming it wasn't you). <S> If there are signs that make you uncomfortable, do not hesitate to call your building security or the local police or law enforcement. <S> Giving ANY information is not going to benefit you personally or your employer. <S> Your employer has already covered all the bases they care about in the rejection letter. <S> That process exists for a purpose, you should respect that. <S> Giving the candidate info likely won't benefit the candidate, either - if they're not fit for the job, giving them info on why won't suddenly get them hired. <S> And if they want to "improve for the future" they certainly can, and should, focus on getting employment support elsewhere (ie a third party recruiter, job training, etc), <S> not from an employer who has rejected them. <S> Your obligation to interact with this individual ended when they got the rejection letter. <S> Job interviews and hiring processes can be stressful on candidates, and can bring out the worst in people who aren't equipped to handle the stress. <S> You don't know their mental state or how they handle negative feedback, and in a situation where they've just randomly shown up and confronted you, they're already showing signs that they may not be the most stable, by-the-book person. <A> Provide feedback if you feel comfortable doing so. <S> If you don't simply say you can't divulge that information or give them some sort of canned answer like "we felt other candidates were better suited for this position" and usher them out the door. <S> If you're worried this candidate might get angry and come back with a machine gun or something then alert the appropriate authorities. <A> Where I work, they would be able to enter the building (yes, you can enter the building, and sit on a sofa, for example if it rains outside), but they wouldn't be able to enter the stairs or the lift or any office. <S> They might be able to sneak in though and make it to our office door which involves following through at least two further doors. <S> They could then ring our door bell and someone would open the door. <S> Not recognising them, they would ask who the person is and what the person wants, and not let them in. <S> If the person pushes past them, I can tell you that you are in trouble which would involve police. <S> If the person doesn't, someone in management would be called to check. <S> If nobody with management responsibility is there, it might be me or some other senior developer going to the door. <S> Whoever goes to the door would not let him in. <S> They might be told that turning up like this indicates that the decision was right. <S> If you came through some recruiting agency, the agency would be told. <S> Just don't do it. <S> In the best case it's a waste of everyone's time and not going to help you, and in the worst case you get yourself into trouble, may be remembered, and may have problems with your recruiting agency. <A> Your organisation should have a process for this. <S> Usually the information they can be given is exactly the same as that they would have received in the letter turning them down, or also quite commonly they will be turned away unless they have an appointment. <S> In the UK we have a requirement to provide interview notes to the interviewer if they ask, but typically that is all.
| The person would be told that it is inappropriate to appear at the office after being rejected in a job interview. Think of your own personal safety first and do what you can to de-escalate, end the discussion, and get outside help from security or police as needed.
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HR Process gone wrong - threats of releasing company view of the situation to people outside the company A friend of mine applied at a small company, the CEO being a more or less well known figure in a moderately sized field of experts. The hiring process stalled, and there were errors on both sides, and ultimately no binding contract was reached, and my friend decided for another company. The CEO is now so upset (claiming waste of resources and time) that he/she threatens my friend with making their view of the story semi-public in the field. I don't want to have a legal answer (most likely this is not legal, but hard to prove). What I want to know: is this something which is common? how unprofessional would such a sharing of information be perceived? Is it likely that other people take anecdotes told in such a setting seriously (I would not, since i consider people violating the confidentiality of the HR process grossly unprofessional)? how to react? (that may include seeking for legal help, but also other things) <Q> is this something which is common? <S> Not common in terms of generally happens, but it is common for some individuals to make threats whenever things don't go their way. <S> Best to ignore it, the thing about well known figures that do this sort of thing is that everyone already knows what they're like and will probably think you dodged a bullet rather than anything worse. <S> These sorts of people get a rep for giving one-sided arguments and exaggerating. <S> Most of the time however it's just a threat, it's actually detrimental to them and the company to follow through and action it. <S> I've had multiple threats over my career from CEO's including letters delivered by lawyers, none of them have amounted to anything. <S> I didn't even bother reading the letters. <S> Just thanked the lawyer for visiting, offered them a cup of tea and chucked the letter in the bin in front of them. <S> how to react? <S> Ignore <S> any communications, do not reply, do not acknowledge receipt even. <S> You only react when there is something worth reacting to. <S> Don't get into a dialogue or anything else, that just creates wiggle room and makes it look like it's an actual issue that needs to be addressed. <S> Leave the ball in their court to frustrate themselves with bouncing it off a wall. <A> is this something which is common? <S> No. <S> how unprofessional would such a sharing of information be perceived? <S> Fairly unprofessional (from the CEO), unless there was some egregious misconducted, and even then, it's the wrong way to handle it. <S> It will almost certainly make the CEO look bad <S> Is it likely that other people take anecdotes told in such a setting seriously (I would not, since i consider people violating the confidentiality of the HR process grossly unprofessional)? <S> People were certainly draw their conclusions, but this will mainly reflect badly on the CEO. <S> Regardless of what happens, going public really makes you look unprofessional and like sore looser. <S> Especially in this case, where there is clearly culpability on the CEO as well. <S> how to react? <S> (that may include seeking for legal help, but also other things) <S> Ignore it. <S> This is more risk to the CEO than it is to the candidate. <S> If any, it'll make him/her more interesting to talk to. <A> Let the CEO shoot themselves in the foot. <S> I certainly would not take seriously a CEO who rants like Trump about issues that aren't that big of a deal. <S> If they do dig their own grave, it'll be up to your friend to decide whether they want to push the CEO in it by releasing their side of the story as a response. <S> Bear in mind that your friend won't really gain anything from this besides possible exposure, the kind of which which won't be career-helpful. <S> I would certainly recommend talking to a lawyer regarding the legal aspects <S> IF the CEO makes good on their threat.
| This is an extremely unprofessional threat that the CEO is making, and can have serious legal ramifications to them (depends on jurisdiction and if any personal information is involved).
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How to Include Soft Skill Activities I’m a software developer and I’m looking to update my resume with some “soft skill activities” that I have done within the past few years. For instance, I started swimming with a local masters team. It’s a volunteer organization with multiple sites and after about a year they asked me to help them coach. I’ve been doing that for a while and I think it has definitely helped with my people skills. In addition, I recently started taking an improv class which has also helped with my people skills. My question is, what’s the most appropriate place to put information for “soft skill activities”? Do I put both under a miscellaneous umbrella section or put them in different sections? <Q> I put mine at the bottom under a small section titled "Interests". <S> I mention about 5 or 6 pastimes I find interesting <S> and I try to keep it broad (ie a couple of sports <S> I do, some musical instruments I play and a couple of hobbies). <S> It has been useful in interviews from time to time as an ice breaker. <S> Here's what I have: <S> INTERESTS <S> Fitness <S> | Traveling | Tennis | Sailing | Krav Maga (Martial Arts) <S> | Music (Playing Piano and Drums) <S> I once applied for a job where the manager and seniors loved to play tennis once a week, as you can imagine my resume did stand out. <S> I got an interview but not the job. <S> Another application I made the manager was apparently a jiu-jitsu instructor in his spare time. <S> Having krav maga in my interests made me stand out <S> and I did get the job (along with an invite to come along to his classes after work). <S> You never know, your interests are who you are. <S> Some people pay attention to them, some don't. <S> No harm in having them there. <A> My question is, what’s the most appropriate place to put information for “soft skill activities”? <S> Near the end/bottom - put your 'job related' stuff early; at or near the top. <S> Do I put both under a miscellaneous umbrella section or put them in different sections? <S> I'm not sure it matters how you title or format it, but make it very brief - they'll ask if they care to know more. <S> Some people care about that kind of stuff and some don't <S> , I don't believe you will harm your chances for a job by having them at the end of your resume. <S> A former boss of mind swore that the reason he got a job at IBM Canada straight out of school was because of a hobby he put on his resume. <S> If he was telling the truth they never asked him technical stuff (more understandable because he was a new grad / first job). <A> You could list them as hobbies <S> but I wouldn't recommend that. <S> It's unlikely that interviewers are going to spend a lot of time looking at those sorts of things on a resume <S> and they're unlikely to connect the dots between an improv class and something that makes you more qualified for the job. <S> On the other hand, if these activities are improving your people skills, you can connect the dots for the interviewer by showing in your description of what you did how you utilized soft skills. <S> If coaching swimming gave you skills that you used to mentor junior developers better, describe that in your resume.
| If improv helped you get buy-in from senior leadership to rewrite some process, describe that in your resume.
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Does having a gap of 3 years in my education mean that I'll have trouble getting a job even with 2 years of work experience? I started my engineering degree in 2011, but completed it in 2018 instead of expected 2015. I was a very average student. Luckily after completing a software testing course, I got an internship in 2016. Today I am working there currently as a manual & test automation engineer. Now I want to switch over to some other company, because I don't make a lot of money at my current company even though I was converted to full time since 2017. I was unsure to continue my degree after my 3rd year, but my family forced me to continue (and I'm thankful that they did!). But now I am concerned if taking so long to complete my degree will affect my future job prospects even though I have 2 years of work experience. Does having a gap of 3 years in my education mean that I'll have trouble getting a job even with 2 years of work experience? <Q> Most people only list graduation dates, not start/end dates for degrees. <S> It's unlikely the employer will even know how long you took to get your degree until they verify it with the university. <S> If it does come up, simply say what you said here, but in a slightly "more professional" way. <S> I took some time off from studying to work full-time, but did finish my degree. <S> Getting a degree is a difficult multi-year process. <S> Not everyone does the traditional "full-time student" route. <A> Not at all! <S> Everybody starts somewhere in the career ladder. <S> You just need to be prepared to answer the question on why the gap is there when it comes to it. <S> Keep building your experience and look for the next step up in your job role/path. <S> Start applying to jobs similar but higher pay and responsibility. <S> No matter how big a gap you'll still be able to get a job somewhere. <S> Once you build enough experience they will focus on work rather than education <A> Any company that would ignore experience over some bumps in the road getting a degree isn't a company you would want to work for anyway. <S> Just focus on building your experience, list your graduation date, and should any questions arise, bring the topic back to your experience. <A> Some places might care, but for the most part it won't matter. <S> In general, the fact that you have a degree matters the most. <S> Where you got it from matters some. <S> What your GPA was will matter a bit at first, but becomes less and less important over time. <S> Things like the number of years you took to get there matters almost none at all. <S> There are exceptions. <S> There are workplaces that will never stop caring what your GPA was. <S> There are workplaces for whom "took more than four years" will be a massive red flag, and they'll never hire you. <S> Places like that exist, but are relatively rare. <S> The real effect is that you might have to spend a bit more time in each job search cycle, and possibly be a bit more flexible about where you're willing to work. <S> Regardless, there are absolutely places out there who will be willing to hire you, and as time goes by, the number of places that care will get fewer and fewer.
| If you have work experience and still finished your education in the end then it will be fine. Simply list only the graduation date on your resume/CV As a general rule, the more experience you have, the less your education matters.
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Can employees prohibit their employer from calling unnecessary ambulance services? Is it legal for me to prohibit my employer from calling an ambulance for me if I have a seizure? Because that would most likely be unnecessary and I wouldn't want to pay for it. <Q> I think communication and mutual understanding is key here. <S> I don't know any place where you could legally forbid your employer from calling an ambulance. <S> On the contrary, the employer is bound to care for your physical and mental wellbeing, a fact that is often ignored. <S> You should have a serious talk with your manager and the people working near you most of the time. <S> If there are dedicated first aid workers in your company, invite them as well. <S> Explain to them what a typical seizure looks like, how they should react to prevent injuries to you and themselves, and how long to wait until they call an ambulance. <S> Be aware that telling them to never call an ambulance will most likely not work. <S> It would help them immensly if you told them how often you usually get seizures and for how long. <S> For an untrained person, seing someone having a seizure is very shocking. <S> The first instinct (and what every first aid training tells you) is to call the emergency number. <S> If you're aware that a seizure is imminent, try saying "no ambulance" or something like that right before it starts. <A> Knowing whether it would be legal or not would be largely dependent on locale. <S> That said, even if it were legal for you to provide some sort of waiver or agreement to them that said not to call an ambulance, as an employer I'd be deeply uncomfortable with such an arrangement, and I expect many others would be too. <S> You say that it would "most likely be unnecessary" - which implies that there is a chance it would be necessary. <S> I'm not sure I'd like to be in a position to explain to anyone - lawyers, employer's liability insurers, and least of all to an employee's grieving relatives why we didn't call an ambulance when they were seizing. <A> I have diabetes, and even though a low blood sugar episode can be countered with orange juice, they will still call the rescue squad. <S> All that you can do is refuse any and all medical aid when they come. <A> Unless your employer and colleagues are trained medical professionals that can diagnose a seizure where medical attention is not necessary, there is nothing you can do to prevent them from calling an ambulance <S> should you have any issue. <S> That being said, they will not be charged for calling an ambulance and neither will you. <A> I am not a lawyer <S> neither I am HR, bu if I were HR, I would probably frown upon this "prohibition clause" and instructs coworkers not to comply (and call an ambulance if needed), unless there is insurance that there is no risk for the company. <S> Why ? <S> Imagine the following scenario : <S> You have a seizure. <S> Unfortunately, this is not one of your usual, or <S> some nasty other thing happen in the same time <S> coworkers can't tell the difference, ambulance is not called. <S> You lose your life or left with heavy / irreparable damage <S> You or your relatives sue the company for non-assistance. <S> -> Company must pay heavy compensation (and may get some bad reputation) <S> (and, as an off-topic side effect, it's also bad for you too) <S> I can imagine such a "play with employee's life" clause possible if, for instance there is a already recognized medical staff that could take the responsibility to not call the ambulance in the emergency situation. <S> In any case, if you still want to take this risk for yourself, you should go see a lawyer and / or your doctor. <S> They are the people who can have knowledge of similar legal situations and find a way to make such a clause possible and riskless for the company , if it is possible.
| You cannot block an employer from calling an ambulance for a medical emergency. This is unfortunately, not your call, as it is an issue of liability.
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How to ask to work from home without mentioning an awkward health condition? I am current working at a small start-up as an IT Support. The current policy is that you can work from home as long as you have legit reasons. Then usually most of the team managers won't mind. Recently I am experiencing a pain with my bowel movements and was diagnosed with hemorrhoids (an inflamed vein around my anus). The main problem it caused is that sitting on the chair for 8 hours is very painful. (Getting up every 2-3 hours won't help much.) However, this can be solved if I work from home since I can find a comfortable position while working. I am going to talk to my manager for a work from home permission. I am afraid that mentioning my actual health condition will leave office gossip and make my work life harder. So is there a way to communicate to my manager to show that I have an actual health condition that I prefer working from home but without mentioning it? <Q> You have a couple of options here. <S> Most managers I've worked with would understand and not press you for details than your comfortable sharing. <S> How much detail you give out should largely depend on how much you trust your manager to keep the details of the conversation private. <S> The second option is to get a note from your doctor stating that you need to work from home for medical reasons and present that to your manager. <A> Well, it should be completely confidential. <S> I assume you're asking because you don't think that it will be kept confidential. <S> There are clear laws in the US (HIPPA) but sometimes the gossip doesn't abide by them - or maybe you are concerned about people overhearing? <S> Either way, perhaps you can get a note from the doctor stating that you are not able to work in an office environment comfortably due to a short term medical condition. <S> You can try to get them to leave out the diagnosis, or have a note that instructs them to call if they need to know what it is. <S> If your company is large enough to have an HR department, then you could approach them and tell them what it is. <S> That way your manager shouldn't know. <S> I feel for you, I have worked at places where data sprays out of HR like a firehose. <S> It shouldn't, but in some places it does. <A> You can get a ring cushion for your seat and honestly people won't care. <S> The issue is something that affects 1 in 3 people and it is as mentioned simply boring. <S> Just keep it in your drawer and be discreet about it, although I have seen people openly leave it on their chairs and we thought nothing of it (actually felt sorry for her as she was pregnant). Or ask for a standup desk. <S> Unfortunately it is not a problem that will go away anytime soon <S> (dont ask me how I know this please) <S> so you have to learn to live with it and working from home every day <S> will probably not be a good long term solution. <S> Trust me <S> this is not a topic people will willingly want to discuss or tell each other about. <A> This is one of these medical conditions that is common place but people find embarrassing, I don't actually think people will be gossiping about it unless you make it an issue by being overly secretive! <S> Every single one of them will either have had this condition at some stage in their life or know someone who has! <S> Just ask to work at home due to a painful but minor medical issue and all should be fine.
| The first option is talk to your manager, mention that you have a health issue that you would like to keep private and that you need to work from home because of it.
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How to get out of paying company expense using my credit card My company incurs a relatively large IT hosting cost every month. I provided my personal credit card to pay it when I joined because otherwise our service would have stopped. The company does reimburse me, but I have to set aside funds every month on which I could be earning interest. They are also slow to reimburse me and require me to send various evidence that is time consuming to provide. The company is very large so I'm not worried about not getting the money back - it's just very annoying to have a large credit card bill every month. Eventually I might not be able to cover it, even. I have no issue paying for things like travel expenses, but there is no reason why this expense has to be paid with my card. I approached various departments in my company, but I guess it's not important enough for anyone. I'm specifically looking for advice from legal perspective - are there any rules in Germany that says employees can't be asked to pre-pay general company expense, or over a certain amount etc? I'm thinking if I can make it a compliance issue I can eventually get somebody's help. <Q> This is one thing you should <S> NEVER do. <S> There is no legitimate business reason at all why a company cannot pay their own charges directly. <S> If a company has to borrow money from their staff (which is EXACTLY <S> what they are doing), then you should not be at this company. <S> Their are either not financially solvent or not financially competent. <S> Either case bodes badly for you. <A> This is insanity. <S> Cancel <S> the service simply tell your boss these words: " <S> Say Boss. <S> I turned off that card of mine for that service." <S> No further explanation is needed. <S> End of story. <S> Just turn it off and state that you have turned it off. <S> Do not "explain" why you have done so or go in to it in any way at all. <S> Never, ever ever do this. <A> Others said this before, you should have never done this before. <S> I hope you did order the service in name of the company, not in your name. <S> You said you already talked to various people, but nobody seemed to care. <S> You could take one last chance to talk to your boss in person, that they need to change this immediately. <S> If that doesn't work I would set up an email (to have it in writing - also for the credit card company) stating the following: you provided your personal credit card for whatever reasons <S> this is a company expense you expect the company to set up another way of paying with the third-party <S> you already talked to accounting, your boss, purchase, IT, whatever (add dates, if possible), but nothing changed in two weeks (or whatever seems reasonable for you) you will cancel any further charges on your credit card without notice <A> <A> Just get a new credit/debit card with new details to force the issue. <S> To prevent it happening again, do not provide other people with your credit/debit card details.
| I would suggest approaching HR / Manager for payment method replacement, stating that its current status is your personal card that is expiring.
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How do you reconcile a slightly lower salary with a lot of time off? I am in a specialty position within my company and I just finished our yearly review process where I received very high marks. But I'm wondering how you can reconcile a slightly lower salary (per widely available salary surveys) with the company time off policy. I am underpaid by about 5-7k dollars but my company offers a really good PTO policy; this year, I will have 22 days of time off added to my carryover from last year of 6 days. That's all in addition to sick time and 10 national holidays. Bottom line, I will have nearly 2 months of paid leave this year. Is it fair to count the time off in my salary calculations? Do salary surveys take time off into account when calculating the total compensation? <Q> For an easy, if not necessarily particular accurate approach: divide your salary by the actual number of hours that you work, after subtracting the PTO. <S> Do the same for an average salary and average amounts of PTO. <S> Compare the resulting numbers, to see how your pay for the work that you're actually doing varies from the average. <A> Is it fair to count the time off in my salary calculations? <S> That is entirely up to you and what compensation package you want. <S> If you would only spend the time sitting around bored because you can't afford to do anything interesting, you'd be better off with a higher salary instead. <S> That's your choice. <S> By way of example, for most of 2017/8 I worked only three days a week. <S> I used my days off to attempt (unsuccessfully!) <S> to become a professional author, which I was happy to trade for a 40% pay cut in my "main" but part-time job. <S> Had I not had that goal to aim for, no amount of time off <S> would have made up for a pay cut of that size; but it was right for me, at that time in my career. <S> Do salary surveys take time off into account when calculating the total compensation? <S> You'd have to check the details of the salary in question, but ordinarily: no . <S> Salary surveys are usually just about money and don't consider time off, benefits, pension, stock options, etc.; let alone more nebulous concepts like commute distance, whether the company is fun to work for, whether they work in an interesting industry, etc. <S> All of those things might affect the choice of where to work, but is not normally considered in a survey looking at salary alone. <A> First you should ask yourself - <S> Am I looking for money, or specific work / life balance? <S> Every position has its own specific perks/hardships list <S> If the salary is lower than the industry-wide standard (which is a completely statistical value that is kinda deceptive if you count money only), resulting in more time off that you can handle, why not take on a project or two as freelancer?
| If time off means you get to spend more time doing whatever else you, personally, value doing, and that's more important to you than money, it might be reasonable.
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Calculating experience when you had 2 jobs at the same time Most entry level jobs can require anywhere from 1 - 2 years of experience, some even want 3 - 5 years. I currently work 2 separate IT jobs. A Tech I position for a college and a Tech II position for a Tax company. Both of which are part time. What I am trying to figure out is, if I work both jobs for a year, will this technically count as 2 years of IT experience total, or will it still only count as having a year of experience? <Q> It's still one year of experience. <S> I wouldn't be able to take a years worth of experience and say "it's one year of working on Mondays", "one year of working on Tuesdays", "one year of working on Wednesdays", "one year of working on Thursdays" and "one year of working on Fridays", and count that as five years of experience. <S> In fact, had you had just one of your part time jobs for a year, that would not count as a year of experience. <A> However, it will probably help you, to understand some of the reasons the years should be counted this way, and why it makes a difference to your employability. <S> Firstly, your experience in what you do is only going to grow over time. <S> By being exposed to problems and solving them - your skillset will grow. <S> Secondly, and often importantly in tech, many issues only appear over time. <S> For example, projects may appear to run smoothly for the first 2 years and then fail to pass submission/compliance checking (due to earlier mistakes or oversight). <S> If you've never seen this process from start to end, there are things you just will not be able to know/ <S> gain first-hand experience of. <S> Thirdly, similar to the above, there's a certain rate changes can be made. <S> No matter how fast you work, other people are involved and even then - it takes time to measure the success of changes. <S> As such, if you've only worked for a year - it's unlikely you've seen the real impact of any initiative you've started or improvements you've made (both positive and the problems you've caused). <S> Unfortunately, as above, there are just a number of things you will not have seen before in a single year of work (which are out of your control). <S> This isn't your fault, or something you need to cover with study - but it does mean you are unlikely to have the same experience as somebody that has been in their role for 2 years (regardless of how you split the days between your two employers). <A> It’s really hard to say that you had double number of years of experience. <S> You should explain that these two jobs ran concurrently and were part time. <S> Do not list as full time jobs. <A> Your years of experience are, fairly simply, the difference between when you started, and now, subtracting any considerable gaps. <S> So, by this metric, you've got a year's experience. <S> The equivalent would be working at an MSP, where you're interacting with, and working "for" multiple clients, but you still only have the one job. <S> The other side of this is that the question is basically only a soft barrier to entry. <S> It's typically a rough target of " <S> We want someone who is at a level that we would expect someone to be at, after this many years". <S> Typically, what is much more important is what you've done, responsibilities and actions are more useful than time. <S> So, once you've gotten past the sift, if you've had a more varied and responsible year than someone else that's been working in a single role, then that will put you in a better place.
| Obviously, being at two employers may have helped you learn more than you would normally in 1 year of working; but you've still only had 365 (-weekends and holidays) of actual "on-the-job" experience in IT, and there's realistically a limit to how much you can have learned in that time. As other answers have pointed out - this would still be counted as "1 year experience".
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Objective analysis of the situation I joined as a frontend developer in a large company. When I first came into my team, they handed me a project for supporting legacy code and developing new code. After some time, they told me to deploy the project to one of the environments, without giving documentation of the proper deployment process that is established in the team. I worked with a senior developer on the team who explained the deployment steps to me and I deployed it the way he described. After i deployed the manager of the team asked me about the steps I took to deploy my code. After I described my steps, the manager started blaming me for not taking the right steps to deploy the project. The team consists of 7 developers and the manager. I am interested in objective opinion about mistakes of both sides and advice about what should be improved in future (or maybe it would be even better for my career to switch the team). Thanks! P.S -- "Who is to blame" - some user edited my question title and wrote this, this is not my actual intention to blame someone, i understand that both sides have their faults in this situation. <Q> Who is to blame in following situation? <S> I feel like this is the wrong way to start off. <S> You analyze what happened, you rectify the situation and put in safe guards to prevent the same thing from happening again. <S> The manager of the team asked me about the steps I took to deploy my code. <S> After I described my steps, the manager started blaming me for not taking the right steps to deploy the project. <S> I stated in your comments that you worked with a senior developer on how to deploy your code. <S> When the manager started "accusing" you of following the wrong steps, I would say "I was merely following the steps provided by [insert senior developer name]. <S> What are the correct steps that I should follow? <A> I'd say that looking who is to blame is the wrong approach. <S> Blaming people is seldom the right approach. <S> From what I gather from your description, what seems to be wrong is that the deployment process is neither automated, nor documented. <S> Deployment processes should not rely on arcane knowledge that is passed on orally. <S> That's what your manager should focus on, getting the deploy process welldocumented so that the next time a junior developer does a deployment, therecan be no question about what the proper order of execution is. <A> I agree with @Abigail's answer, but want to answer the specific question of the OP: Who is to blame? <S> You are. <S> I don't mean that in a bad way, but you performed the steps and made the decisions to go forward with a path that your lead later determined was incorrect. <S> There's nothing intrinsically wrong with what you did, you acted reasonably and in good faith. <S> The key point is that you are responsible for your actions. <S> You can additionally explain what happened, describe the lack of a clear course of action, and the advice you received from a colleague. <S> It is really important from the point of view of trust, however, to accept responsibility. <S> No one will trust a person that does things without accepting responsibility for them even if they were "told" to do those things. <A> There's absolutely no question that pointing fingers is not the right thing to do. <S> However... <S> This is a good opportunity to revise good practices at the workplace . <S> For example, where I work, there's an internal wiki with everything documented that others have to do. <S> This includes (and not limited to), deployment steps, compilation steps, cloning huge software steps, list of available machines and who's using them for what, a list of available repositories, etc. <S> That's the problem. <S> So, I guess you should talk to your boss and ask him to establish a wiki page with all this information. <S> You can easily deploy some Wikimedia or WordPress page where people can add content. <S> The lesson here: Rather than looking for someone to blame, look how to create a protocol for the process so that the problem never happens again. <S> This is how companies gain experience and grow.
| If something goes wrong, you shouldn't start by pointing fingers. Such steps, like deployment, should never be an oral thing . " If there isn't existing documentation on how to deploy properly, offer to write it up for the team so that this doesn't happen again. The best thing you can do is to own your decisions and "take" the blame.
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What should a person do if an employer is dishonest about a job's responsibilities? Let’s say a manager decided to hire someone for an accountant position. But, after the hire, the manager persists in only assigning supply chain analyst responsibilities to this accountant, which the accountant isn’t trained for and have almost nothing to do with the accounting field. This goes on for months…and even that manager’s manager expects nothing but deliverables that only a supply chain analyst would deliver. Every time this accountant proposes deliverables related to accounting, those ideas are immediately rejected. This accountant would be in a tricky situation, because she would need to describe her achievements in this position to prospective employers. What would be the best way to handle this situation? <Q> Update the resume, and put it out there as a "plan B" <S> Then, push hard to pull the duties back to the job description/title. <S> While it wouldn't hurt to pick up a few supply chain analyst skills along the way, if your friend is an accountant and wants to continue as such, she does need to do accounting work. <S> This is why floating her resume is so important, she needs to be able to negotiate from a position of strength. <S> If she gets another offer in hand, have her put forward a demand (without mentioning the offer) that she will work in title. <S> Then, they'll fold, or she'll start the new job <A> First, have you talked with the boss and explicitly said you're not trained to do these duties <S> If you have not, say something like. <S> I was hired as an accountant, but I've been doing supply chain management. <S> I've never done this job before and will be much more successful as an accountant. <S> Is there a way we can transition the supply chain work to someone else? <S> If the boss says yes and follows through no problem. <S> My guess is the boss won't be able to change this as accounting and supply chain <S> aren't very related skills in my mind. <S> Begin a new job search <S> NOW <S> If you have just started this job (say within the last month), then if you find another one quickly, you can just leave it off your resume. <S> If you are asked about this job in the future, especially why you left so quickly, say something like. <S> I was hired in as an accountant but ended up doing the job of supply chain analysis. <S> I'm not trained in supply chain, and I knew I didn't have the experience or knowledge to be successful. <A> I think it is fine to explain that you were hired as a but were explicitly prevented from doing any accounting and instead were asked to analyse supply chains. <S> This provides a clear explanation of what you have been doing for the last x months while also neatly explaining why you want to change jobs after only a short period of time. <S> It also gives you a talking point in interviews. <S> Most people will be surprised/shocked and this gives you an opportunity to empathise and say that you were similarly shocked. <S> If asked about achievements in your current job ask if you can discuss achievements in your previous (accounting) role. <S> No reasonable interviewer will be upset by this approach as long as you are straightforward. <S> Notice that you are well placed to answer other common interview questions such as "what challenges have you faced in your current role" or "how do you deal with new/challenging situations?". <S> You can point at your ability to perform supply train analysis with no formal training. <S> You could note that the present company is so pleased with your supply chain analysis that they won't let you do anything else, such as accounting.
| Find a new job.
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Is it ethical to warn an incoming hire of an extremely toxic culture before they accept the offer? So I'm on a team where nearly everyone is at each other's throats, and the manager who used to be an engineer can't bring himself to stop doing technical work and taking over people's projects, basically doing them himself, because he has severe control issues. This is devolving into an extremely toxic mess very quickly. 60% of the team is ready to quit within the first year of hire, some of them within weeks and months, one has quit, and another got fired for losing his cool over the situation. Would it be unethical to privately warn the incoming hire before they accept the offer? <Q> Can you really trust the new recruit? <S> If there is a toxic culture your primary concern should be survival and if possible improving the situation. <S> Not adding to it by putting someone on the defensive from day 1. <S> Alternatively you could find another job and leave this behind, life is too short to waste in places like that. <A> I have warned people about one job I had. <S> It was a similar situation: People used to start it and quit within one year (not wanting to appear job hoppers) and some still in their probationary period. <S> They all quoted the same reasons. <S> People were employed for positions that never existed and they learned a few days into their new jobs that their job was to e.g. input data into software instead of doing skilled work. <S> Not to mention all the screaming, bullying and manipulation. <S> I shared this info on the internet in places where people search for this info (similar to glassdoors). <S> If I had known someone who applied, I would have definitely shared this info too, of course in a factual manner. <S> I think we are humans first, who should have some sense of decency towards one another, only after that: employees. <S> EDIT: I just remembered I was actually contacted by an unknown person on linkedin who asked me about the company and said he wanted to apply. <S> Given that I didn't know him, I tried to keep my advice general <S> but I did hint at problems. <A> Would it be unethical to privately warn the incoming hire before they accept the offer? <S> Yes, in my opinion - unless you knew the person before their interview. <S> The actual answer may vary based on culture / location. <S> Is this the question you meant to ask: Should <S> I privately warn the incoming hire before they accept the offer? <S> If you know them, I would do so. <S> The situation may not bother that person. <S> If you don't know them, no <S> you shouldn't. <S> If you met them in the interview, that doesn't count as knowing them. <S> Let your conscience guide you - if you're compelled to tell them then do so. <S> If you're on the fence about it, make sure you think through the possible costs and decide if you're willing to bear them. <A> A lot of companies do it already! <S> They add sneaky labels like "gret GREAT teamwork" and "Experience of work under pressure", "Resilience", "Positive attitude" and so on you might want to add some of these labels or tell them in person in this way recruiters do not hold liability for telling them the work conditions <A> Is it possibly detrimental to you or your position with the company? <S> Absolutely. <S> But being ethical doesn’t mean doing the easy thing. <S> Is it ethical? <S> IMO, yes. <S> If you knew a door mislabeled “free candy inside” actually led into the cage of a hungry tiger, would it be unethical to tell someone turning the knob about the cat? <S> That’s extremely hyperbolic, <S> but I don’t see why if you earnestly believe the situation to be what it is that it would be unethical to share your opinion with another human who, in your opinion, is walking unknowingly into an ugly situation. <S> Some might consider it hypocritical for you to continue to accept a paycheck from “the tiger”, but that’s tangential to the specific question. <S> One caveat, I think there are some fiduciary responsibilities attached to being an officer of a company. <S> In that case, it might be illegal for you (in the US) to act in any fashion that might diminish the profits of the company. <S> IANAL <A> For clarity, your friendship may very well have begun at a previous employer. <S> Telling some random person I think would be overstepping boundaries. <S> How do you know they wouldn't like an environment you consider toxic.
| If you already have a personal relationship with the person, feel free to tell them as a friend what to expect. It is not "unethical" but it is dangerous. Don't just say that it is 'toxic' though, describe what it is like to work for them day-to-day and tell them how it makes you feel.
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How do I tell my management about a recurring medical appointment that I will be starting soon? In December I saw a new therapist for the first time and we agreed to see each other twice a month for the foreseeable future. All of their appointment times fall into my regular work hours (0700-1600 M-F), so I will have to miss 1-2 hours of work for each of these appointments. It is not a requirement that I tell my company exactly what I am taking my personal time for but I would like to find a tactful way to explain to my immediate super why this recurring appointment is necessary without divulging too much. If it is important I am in Alabama, US. <Q> You don't need to go into much detail. <S> Sample bare bones script that I have used in the past: <S> "I have a recurring [medical] appointment that cannot be scheduled outside of business hours. <S> Please let me know if you want me to use time off or make up the hours. <S> " <S> Add as much detail as you feel comfortable with, but you don't need to divulge any more information than the above. <S> If your manager pushes back, consider getting a doctor's note to excuse yourself and being flexible in making up the time. <A> To add: If the therapist has a variety of openings, ask your manager if there would be a more convenient time or day. <S> You can also be proactive about a suggestion. <S> "I'm thinking Tuesday afternoons because we don't have any standing meetings and that seems to be our slower day for customer requests..." You don't have to do this, but this will show three things: Doing the appointments is not negotiable, the only question is when. <S> At the same time you are trying to minimize the impact on the workplace as possible. <S> It presents the manager with a solution, rather than a problem, which will make them more likely to say "OK." <S> (Though see #1, you are not asking if, just when.) <A> Tell them that you have a reocurring doctor's appointment twice a month from now on (say doctor even if your therapist isn't a PhD). <S> Put it on your work calendar marked as time out of office about a month in advance. <S> Leave enough room for travel time, extra traffic, your appointment starting late, and it running long. <S> For example, if your appointment is is 15 minutes from your office and it is scheduled from 10-11, tell them the appointment is 9:30-11:30. <S> If s/ <S> he asks if anything is wrong, just say, "No. <S> " If s/he offers to help, just say, "Thank you, but I'm fine" (or "I'll be fine.") <S> Whether it is dental, marriage issues, or suicide prevention - it isn't anyone's business unless you choose to make it their business. <S> I recommend <S> you don't say anything at the moment. <A> Just tell them, straight up. <S> You are not obligated to disclose any information about your healthcare.
| No need to say it's a medical appointment if you don't want, but it will help solidify the importance. If you decide to open up to your manager in the future that would be fine - but at first keep it to yourself to set the correct boundary (walling off your personal business).
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I am being undermanaged and repeatedly asked to throw away half of the work done In the last year or year and a half, I have been in an unpleasant situation and I wonder whether my expectations are too high. I have a boss whom I struggle to communicate with - I rarely get an answer to an SMS or phone calls and arranging a meeting takes about a month. That is unless he needs something done. So what happens is that I get a general task, and the next time I get to show him the work for it is about two months later.The end result is that much of the work is thrown away.For a while, it's been only my work, but recently I got to be a Project Manager for a small developers team, so now it affects them as well. I wonder how common this situation is and what could be a possible solution to this or at the very least an improvement. <Q> Unfortunately the way of things sometimes. <S> It depends on your exact scenario as to how to approach this issue, however, a good start would be explaining your problem to him. <S> He is the boss, after all. <S> It's his job to fix your problems and ensure work gets done. <S> Explain to him that it is wasting your time and costing him money. <S> Not all bosses are willing to just do as you ask, however, and so you may want to suggest an alternative. <S> Presumably, your boss doesn't pull work out of thin air and has clients or superiors that he talks to for the work your doing. <S> I'm going to take a guess that you're a developer <S> and hence you can make your projects and solutions flexible by using certain methodologies and practices. <S> That way if the boss changes things, it won't be as much effort to make the work again. <S> It's annoying watching your work being thrown out, however your being paid by the hour (presumably), not by the amount of work you do, if your boss is happy then you've at least got a job. <A> If your team doesn't have a version control system (VCS) <S> you should implement it. <S> You can send him(her?) <S> weekly updates that state what you accomplished and what you plan to accomplish (or will be working on) in the upcoming week. <S> Since your boss doesn't respond often, these should be short not lengthy. <S> Include a link to the project tracking and VCS. <S> Boss may not be able to read the code in the VCS, but the high level feature descriptions may be useful if they are ever read. <S> You can't control your boss - but feeding him/her a regular stream of digestable information might help with the rework... eventually. <A> IMHO, Best way to encourage interaction would be increasing your communication frequency. <S> Your boss may be busy with other things at his level of responsibility when you need to discuss issues. <S> From experience, i can suggest a daily / weekly report sent to boss, containing current task progress, plans for near / far future and some details on topics you need his input on This way, not direct contact by phone, SMS or other instant messaging medium, <S> you give your boss an option to review your progress on his own timeand comment on any detail <S> should he find it necessary. <A> It sounds like you're trying to work in an agile way, without any of the agility that comes from frequent feedback from the "customer". <S> So, to me, you would be better off going "old school" and getting clear requirements up front . <S> You need to know what the thing should look like and how the users will use it. <S> You need to know how you can tell that it's complete. <S> If the boss cannot produce that, then it may be up to you to generate it, and then send it to the boss for approval. <S> Avoid wasting your team's time doing work that may turn out to be wrong. <S> Get them doing other things like designs, test specifications and so on, until everything is firmed up.
| You could suggest to him that you directly communicate with the client, as they'll have a vested interest in making sure the project is done as quickly and accurately as can be. Another alternative depending on the sort of work you do is to is to keep your work flexible. You need a statement of work, with requirements you can test against.
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How to handle employees who are upset over construction I recently (around the beginning of December) transferred. This was a complete lateral move as I will continue to be a technical lead for this team working very closely with them. This also included relocating to another city my employer operates in, which is a minor loss, but is necessary. Some of the red flags that I noticed during the first couple of weeks mostly included verbal complaints about the construction being done to the building. One of the things I like to do to get to know and learn of my team’s concerns is to ask them to email me a private summary of how they feel. Last week, I received all of the responses These responses pretty much all looked like this: “With the elevator out of service, walking up the flights of stairs has taken a large amount of time out of my day to use the restroom” “Our standups are too far away. I suggest we just do it at our desks since we don’t need to see each other” “[Business Owner] constantly wants me to meet up with him, he should come to us since we’re all too busy and he’s too far away” “Food options since construction has made it very difficult for us to get lunch, I would rather just work from home so we have easier access” I should mention that this is a two story building with a flight of stairs about 5000 sq feet roughly (I'm may be wrong, but it isn't very big). What caused me to post this was when construction on our working space needed to begin. Word got out and people are NOT happy, as they found out that they now have to walk to our main office. I want to tell my team and others to suck it up, but I am afraid that people will lash out and accuse me of things. I will try to convince my team to stop complaining about these things, but I want to know if I should be strict about it or passive in my approach or if there is another way to handle my situation? I would also like to mention that I have a bad history with the law and was extremely lucky to have been hired despite my past and it will be almost impossible for me get hired in the same industry. <Q> What you stated is not lazyness (per se). <S> Obese people do have serious issues taking stairs or simply walking. <S> Humans are not evolved to be as overweight as so many are today and <S> the whole circulatory / respiratory system struggles to keep up. <S> Additionally, joints and bones bare the heavy weight, literally, causing pain and all sorts of issues. <S> But to your case: You can and should always lend a sympathetic ear and voice your understanding of your teams problems. <S> You're on their side and should be there to help them if you can. <S> However these (construction / building change / meeting proceedings) are decisions of upper management, outside of your usual purview as team lead. <S> Make sure they understand as well. <S> You could forward the anonymized feedback to your supervisor and include suggestions(if you have any) to lessen the stress. <S> You can also offer meeting approaches for instance that take the construction into account <S> but you need to clearly state that (as far as you know) management expects business as usual. <S> Be diplomatic and don't tell them to suck it up but say that together you(the team) will get through this annoying phase of construction and will be the better for it when you present the work you accomplished in spite of circumstances. <A> There is nothing for you to handle. <S> People don't like dealing with the construction and hardships that come with it <S> but they have no choice in the matter. <S> The construction looks like it will happen regardless and you are not the one in charge of or responsible for the construction. <A> As a lead you should be happy that the issues of your team are minor and short term. <S> For the direct answer to your question is stop looking at them as lazy people and start judging their specific actions. <S> Applying labels of these sorts is counterproductive when handling people, especially groups of people. <S> The mental progression of this is that when you apply a negative label to someone you are setting yourself up to dislike them in general rather than a specific action or opinion that they have displayed. <S> Additionally applying this label to a group can lump the whole group together with a judgment that some individuals will not have earned. <S> If their preference regarding less activity impacts their performance (eg not going to the standup because it is too far away) that is something to address however as individuals they have to be allowed to have personal preferences. <A> Like it or not, these are your people, and with your history, the phrase "beggars can't be chosers" comes to mind. <S> You need to work with your team and enhance their abilities. <S> This isn't laziness, per-se, it's complaining, which everyone does. <S> They are also voicing their concerns. <S> It would boost morale, acknowledge their concerns, and ameliorate things a bit. <S> It will also demonstrate to them that you are on their side, and trying to help. <S> That way, even if they do lash out at you, you will have the fallback position of "Look, I'm trying to help, you guys matter to me". <S> This is the kind of "front line leadership" that will advance your career as well, because the higher ups will notice what happens with your team's morale. <A> First of all, you need to decide whether you care about your subordinates' concerns or not. <S> If you do care, and I think you should, it was a good move to ask them to e-mail <S> you how they feel, <S> but then you should not resent it when you don't happen to like those feelings. <S> If you don't care, don't ask to be told. <S> You cannot fix all the inconveniences, but you might be able to find one or two things you can do to help. <S> Here are some examples of ideas to evaluate: Contact local food truck companies to tell them your people are having trouble getting lunch. <S> Or for a sandwich shop to deliver to your location. <S> Consider whether the stand-up meeting really can be run from desks. <S> If you take this option, make it clear that it must stay as focused as if it were a literal stand-up. <S> Work out the construction phase that will cause the maximum inconvenience, and discuss with your manager whether you can have a more lenient work-from-home policy during that phase. <S> Showing that you considered their issues and did what you could will encourage coping with what you cannot fix, and help establish a good relationship.
| If you can find one or more practical steps, you can then tell your team "We have to deal with some inconvenience from the construction, but I have done what I can to mitigate it.". Bringing in coffee for the team, snacks(yes, I know they're obese) or anything that says "I care" will go a long way. Your best approach would be to give them one thing they are asking for, such as the standups at their desks. Doing odd nice things for them during this time for them will help as well. There might be a win-win opportunity for a food truck to visit your site.
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How can I identify coding skills without any IT background? We are a small company and looking for a full-stack developer (NodeJS) with focus on Node and React. Since we all don´t have an IT background it´s difficult to really check on the quality of the applicants. Is there any chance to get a problem set including solutions? <Q> Since you are small, you don't need to get too sophisticated in the screening as you likely won't attract any heavy hitters, and if you did, they might be bored. <S> If you go the recruiter route, be sure that they screen for basic competence (online exams, personal interviews, et cetera), then have them send you a pool of candidates that you can screen to see if they are a good fit. <A> Is there any chance to get a problem set including solutions? <S> No. <S> At least not one that would do you any good. <S> Anything I write here your applicant could read and it would be meaningless that they easily answer the questions. <S> Also, that really isn't in scope for this forum. <S> If you search, you'll find sets of these questions but remember that your applicants can perform the same search you did. <S> Since we all don´t have an IT background it´s difficult to really check on the quality of the applicants. <S> Yes, but not impossible. <S> Another answer mentioned using recruiters, and this is a good second option if you showing them code is impractical. <A> Well, the best way to recognise a good developer (in a particular skillset), is to have an existing good developer (with that skillset) to do that for you. <S> But of course, this is a bootstrapping problem, you don't already have that first good developer. <S> Here are two kinds of approaches: <S> Find a good developer to give you some advice <S> Ok, you might not already be employing a good developer, but that's not to say you can't use one. <S> If you have some friends who are good developers, you can ask them to give you a hand (and offer to pay them!). <S> After all - who gave you the idea to use React and Node? <S> Ask them. <S> You could go to a Node/React Meetup event, network, and basically if the speakers seem competent, talk to them. <S> Offer them 2x the hourly rate you would be willing to pay for a developer, for them to help you find <S> a developer - help you filter out results and interview the developer. <S> That's going to be easy money <S> well spent, getting a bad developer is going to cost you far more. <S> You don't even need to know the person IRL, someone online should be able to conduct a review of their Github account and/or set some tests for them. <S> Doing it yourself <S> Do they have a Github account? <S> Check that they have been writing React code on it. <S> Check out their Stack Overflow profile <S> - are they actively asking/answering questions? <S> Are their questions sensible and not 'do my homework for me'? <S> Note that asking questions in itself isn't a sign of a bad developer, IMO. <S> I have about 200 questions on my profile - <S> and I think I'm a decent developer. <S> Do they have a portfolio of websites they have created? <S> Are they any good? <A> There are a number of assessments you could use for that, have a look at devskiller website for a sample for NodeJS tests or a free alternative . <S> Before progressing to interview people I would ask them to do an online assessment on a testing website. <S> If you are afraid that they may cheat ask people to sit test in house and accommodate extra 30 mins before the interview. <A> IMHO, your first step should be an IT manager and only then a developer, or some kind of combination of two. <S> Be ready for lower quality or higher salary expectations than you have spent on outsource. <S> Spending money on consultants for task <S> specific or time-limited contracts could be frustrating, and urge to limit expenses is always high. <S> But you pay for developer skill-set and experience, that rarely be available to smaller company or will be too expensive to employ including salary , employee cost and benefits. <S> P.S.Down-voting without comment is strange, please comment for discussion <S> P.P.S@SambalMinion <S> OP question actually points out larger swarm of questions and major policy shift in the company from outsourcing to staffing development branch. <S> And my answer pointed out problems that can be avoided, also mentioning outsourcing cost / quality ration that need to be taken in to the account
| The best way to approach this is to find someone in your personal network who you could tap for interviews as an interview consultant, or go through a recruiting agency that can do some pre-screening for you. If you have some knowledge of your existing code you can show them some of it and ask how they would implement something new.
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When is it appropriate for an employee to pay for something out of their own pocket? This answer about how to reward/morale boost an employee who had worked a lot of unpaid overtime got me thinking. Pull out a 100 dollar gift card you bought with your own funds. That will be the best 100 dollars you ever invested. It will show that you notice and appreciate his work, you're rewarding it... When is it appropriate that a business employee (including managers and executives) pay for things out of their own pocket? There's plenty of times that employees to pay for things out of their own pocket, birthday, secret santa and leaving gifts come to mind, or when groups of colleagues go out for coffee and pay their own way. On the otherhand - there are other times when the business should be footing the bill, for example a mandatory team lunch; or that it's a good business move to foot the bill, for example non-mandatory Friday night drinks. And there are scenarios where I imagine it might be downright inappropriate for an employee to be paying for something for other employees - eg if a manager was paying one of their employees an extra $200 a week out of their own pocket, it might raise eyebrows. But am I wrong in thinking this? When is and isn't it appropriate for employees to be paying for expenses or gifts for each other? And specifically - is it appropriate for managers to give performance or 'thank you for a job well done' gifts to employees? What would the limits be around this? <Q> It depends a lot on circumstances and it's mostly a personal decision. <S> I used to take my team out to lunch once a month (on company dime). <S> It wasn't fancy but great bonding time and everyone had fun and was looking forward to it. <S> Then the company ran into financial problems and tightened up all expense accounts, so I would have had to cancel the lunch. <S> I decided to keep it going and just pay it out of my own pocket. <S> I have no idea whether this is "appropriate", it just felt like the right thing to do and it was entirely voluntary on my part. <S> Business expenses are paid by the company and personal expenses are paid by the employee. <S> However, there is a bit of a grey area in between where it's up to personal judgement. <A> When is an isn't it appropriate for employees to be paying for expenses or gifts for each other? <S> This, as we can see, is somehow of a gray area, and also depends on the specific Company and their policies... but. <S> If we are talking about company expenses then the employee should not be paying for it . <S> If they do, for any reason, then it should be payed back to them at the end of the month. <S> If we are talking about personal expenses <S> then the employee should be taking care of it . <S> This makes sense because if it is personal there should be no reason why the company should pay that for you. <S> If we are talking about gifts then that also should be payed by the employee . <S> Nobody is forcing you to give a gift to someone, thus the company should have no reason why to pay that for you. <S> But, again, this depends on each company and each person. <S> There may be someone out there that likes to pay for everything , including company expenses... <S> but that is completely up to their discretion. <A> When is it appropriate for an employee to pay for something out of their own pocket? <S> When it is a private expense. <S> If it is work related you should avoid paying unless it is circumstantially unavoidable and if you have a written promise if reimbursement. <S> A weeks pay, maybe two if you're feeling lucky? <A> Paying for things you would otherwise not because of company business means paying with company money. <S> Common examples include lodging, transportation and meals on trips, equipment and services as approved etc. <S> If you are paying for things out of pocket that solely help the company conduct business something is likely wrong. <S> For instance, the example you included about paying employee out of pocket weekly is basically a raise that allows the business to retain the said employee. <S> Which is just business benefit. <S> On the other hand, something like an appropriate gift is a mostly personal gesture. <S> It doesn't really help the company conduct business, just makes the employee happy and feel appreciated by the gifter. <S> Sure, it will boost their morale which might translate to improved output but that's not company business. <S> So that would be personal money in most cases. <A> When I have been a manger, I have usually had authority to pay up to a certain amount of company money (as project expenses) with no questions asked. <S> I generally used it to buy technical books for the team, or pizzas for weekend work, end of project parties & the like. <S> This sounds like it would fit in there. <S> (Having said that, this wasn't always the case, so sometimes I dug into my own pocket for the same things. <S> I paid - and the company benefitted (admittedly, the whole team, including me, also benefitted)).
| Also, don't pay work related expenses that are higher than an amount that you could afford to lose.
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Omit to list a job demotion on resume. Is it going to impact background check for a new job offer? I have been extended a job offer and the company is going to process the background check for me. In one of my previous jobs, I was demoted to a senior analyst position from a manager position. Although my duty and pay rate was still the same after the title change, I left the company not long after that happened. On my resume, I only listed the manager title as I didn't know how to explain that short period of time being an analyst. But after I ran work history report from the work number, I realized that only the final job titles are listed. Should I change my job title to senior analyst in background check authorization form? Or do I need to talk to HR about this? I am worried that it is going to impact my job offer. Please advise. <Q> If you can enter both titles then do so, otherwise just enter the final job title. <S> The purpose of the background check is to verify that what you claimed is accurate. <S> Also, if your duties and pay remained the same, this was nothing more than a title change. <S> You can explain that to HR should they ask about it. <A> Even if they uncover that detail, it wouldn't be a show stopper. <S> If I were hiring, I might ask what happened, but more out of curiosity and to see if you were a personality problem, and only then if I already had some misgivings. <S> Then again, if a company is going to dig that deeply, you might wonder if signing with them is a good idea. <A> I don't think I've ever heard of listing a demotion on a resume. <S> Don't list a demotion on a resume. <S> That's not a lie, since you're not ever expected to provide that information. <S> That said, listing the latest position -- Senior Analyst -- is a more common practice than listing the "highest" position -- Manager -- or the position held for the longest time -- whatever that may be. <S> But there are still no hard rules here, so I don't imagine anybody would accuse you of lying. <S> Is the job you interviewed for a managerial position? <S> (This doesn't really change any of the above, but if it's not, I'm sure nobody cares). <A> work experience: <S> [...] <S> Company X, start date - end date - senior analyst - manager [...] <S> Done. <S> You can also elaborate on projects and responsibilities for both positions to add more detailed info. <S> Benefit : it would show you were longer manager than sr.analyst and people would assume you were hired as analyst and got promoted soon thereafter. <S> Once questions pop up during the interview or while working there, you still can(should) answer truthfully and explain better than in a CV. <S> As for your current situation : Let things run their course. <S> If you add new info now, you might draw their attention where it probably never would go. <S> Should you fail the test because of thus, you can always explain that you had both positions (I assume your contract or a reference will be able to prove that).
| If the background check happens to find this, and they happen to really, really care about the demotion itself, it might make a difference, but I doubt most companies dig that deep, and they won't necessarily know why your title changed or anything, so I wouldn't worry.
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How should I react when people have a loud fight in open space There is a conflict growing between people in other team. I cooperate with one of the persons involved in that conflict. It was like a quiet conflict (kind of "there is an elephant in the" ... open space) but lately something went wrong and they started to yell at each other in from of everybody (open space). How should other react? Their manager is not around (he sits in other open space). Should I report to my manager to talk to their manager? Should I report to their manager? Should we try to solve the problem without mangers? <Q> You walk up to them and say Please take your discussion to a meeting room, we can't work like this. <S> Similarly how you would react to any other people being noisy in the open space while you're trying to work, the content of the conflict is not your business. <S> If it continues, complain to their manager. <A> They are in another team, so I would advise to ignore it unless they do it again and it prevents you from doing your work. <S> If you really want to do something or have to, it really depends on your coworkers and how they react to humor, authority etc. <S> If you don't know them enough to know how to react and they start doing it again, I'd send him an instant message (Skype or anything your company have for this purpose) if they start again like : <S> Hi, could you come in our open space ? <S> It seems there is a conflict between X and Y <S> and maybe you could help. <A> There are still some escalation levels left for you, before taking this issue to the manager. <S> In my opinion running straight to the manager is kind of putting them both against the wall with their backs. <S> Instead you could invite them to a cup of coffee and talk about it, mentioning that their behaviour affects others in a negative way. <S> The speech should make politely clear that they have to resolve personal issues in their professional life in a fashion that they are no hindrance to the teams performance. <A> I cooperate with one of the persons involved in that conflict. <S> If you mean that he is a "work friend" <S> you advise him/ <S> her later that it looks as bad on them as it does on the other person. <S> Their manager is not around (he sits in other open space). <S> Should I report to their manager? <S> Going to someone else's manager about something is generally a bad idea (unless it is an emergency - if one person is threatening the other it is an emergency). <S> Should we try to solve the problem without mangers? <S> We? <S> If you weren't involved, then you should stay out of it (see exceptions below). <S> Make a note to yourself about when it started, who is shouting and what the conflict appears to be about - then you can go for a walk around the block, go to the bathroom, or something else to remove yourself from the situation. <S> If it frightens you - you can talk to your manager about that part of it. <S> And I mean if you are actually afraid of something, not just really uncomfortable (as most people would be). <S> If it continues to happen - you can talk to your manager about it. <S> This answer assumes two people of relatively equal power - if one is bullying the other then you can skip the rules and help your friend.
| If it hinders you from executing your work properly, you should consider talking to them in a fashion that puts none of them up against the wall with their backs. With some people, I would be tempted to crack a joke to make them stop but with others it really won't help.
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Should I call out a toxic manager by name on Glassdoor? This toxic manager, let's call him "John." He is the director of the department and reports directly to C-level owners of a mid-sized American SMB (roughly 200 employees). To to quickly list some of his attributes: Absolutely radiates negativity and pessimism: everything is a problem, there are no solutions. Consistently in a bad mood (I'd say about 80% of the time) and makes no effort to be even remotely pleasant to talk with or be around (at least to his "subordinates" - with his superiors he's somehow always just lovely ). Micromanages trivial and minute things for no apparent reason Refuses to take blame for his mistakes Weaponizes any mistake you make (no matter how small) to use against you when you ask for a promotion, or even just an increase in duties without more pay. Passive-aggressive and manipulative/controlling Extreme trust issues which led to him constantly overloading himself with work, causing delays and frustrations with his department from other departments. Fails to delegate even the simplest tasks because of said trust issues. I left the company last month by choice, I was not fired or even laid off. I was fortunate enough to secure a better position with a better company, but honestly the company I left (where said toxic manager is still employed) really is a great company and the only reason I started looking for employment elsewhere was because of how utterly horrible and insufferable my manager was. Yes, I am still angry and perhaps even bitter. Yes, I realize I should just move on and put this behind me...but I still have friends at the old company that are suffering under the draconian and toxic "leadership" of John...and I hate the thought of it, not to mention any new-hires. Right before I left the company I privately messaged the CEO to tell him I'd be happy to come back one day, provided John was gone. Without going into detail, I added that I saw John leaving as an inevitability. The CEO is very laissez-faire of hands-off (which is good, don't get me wrong), but he surely knows about this toxic manager by now and continues to do nothing. I am not exaggerating when I say I am at least the 3rd, if not the 4th, person this manager has driven off. I held nothing back in my exit interview, but I happen to know for a fact that the guy before me did the same thing (our time at the company overlapped) and nothing came of it whatsoever. I am going to write a negative Glassdoor review of the company. However, I'm unsure if I should call "John" out by name or not. If I don't, nothing will change. Of course I don't think a Glassdoor will provoke a lot of change, but I want to do something. <Q> No. <S> This is explicitly prohibited on Glassdoor: <S> We allow reviews that name individuals in the highest positions in a company who have broad influence over the work environment, as long as the review describes the individual’s behavior or performance at work. <S> Individuals in this category include those who are the public face of the company (C-Suite, Executive Director, President, Owner, Founder, etc.) <S> We believe this information is generally representative of a company’s culture and can be informative to job candidates. <S> We do not allow reviews that include negative comments about identifiable individuals outside of this group. <S> (bold added, document last updated 16th June 2018 at time of quotation) <S> See also <S> Does Glassdoor allow names in reviews? <S> for further clarification on what is allowed. <S> My advice? <S> Let it go, you've already moved on and I very much doubt that "John" spends any time thinking about you and you no longer have any need to spend any time thinking about him. <S> Holding a grudge is like drinking poison and hoping someone else dies. <A> I will agree with you that John sounds like a terrible manager, and not a great person at that. <S> That said, I would advise against calling him out by name. <S> Doing that will look incredibly aggressive, and might make people view your review with less weight than they originally would have. <S> If you start making accusatory statements towards a particular employee, it makes you look petty, and more concerned with that manager than with the company itself. <S> In addition, it is possible you open yourself to accusations of slander, and you don't want to be mixed up in that. <S> The way I see it <S> , there is a fault with the company itself if they can't manage their managers. <S> You want your review to be about the company, not the people employed there. <S> I would suggest including something along the lines of " <S> The company has some serious problems with managing their management. <S> One manager in particular, though I won't name names, is guilty of (...). <S> I would strongly recommend against seeking employment with this company. <S> " <S> This way, you let potential applicants know that there is a serious management problem, but you avoid seeming petty. <S> In fact, you seem even more level-headed by taking the high road and not pointing fingers. <S> And if that isn't enough to dissuade you, take a look at Motosubatsu's answer . <S> GlassDoor does not allow what you are thinking of doing anyway. <S> That said, I think it's important to know why it is a bad idea anyway, regardless of the actual policy in place. <A> Everyone has had a bad boss, and while yours sounds bad... <S> Here's some things that bosses I've had have done. <S> Timed my bathroom <S> breaks <S> Threw a block of wood at someone. <S> Diddled a coworker while on the clock beat a plastic box fan with a 2x4 while it was running, sending parts flying. <S> Had a man standing out in the hot sun for 8 hours without a break or water. <S> and more that's even more outrageous. <S> This is not to say that you have no right to be upset, but your situation demonstrates why a common answer given on this site is "find another job" <S> That said, again, everyone has had a bad boss. <S> Worse, this will make John look like a victim of cyber bullying. <S> God help you if it goes viral and people want to track down the vicious former employee being so mean. <S> Don't think this can't happen. <S> You've already moved on physically, now it's time to move on mentally. <S> Let the matter drop. <S> As you said, the CEO is already aware of the situation. <S> Nothing will be done on that end. <S> All that will happen is you exposing yourself to liability (yes, John could sue you for libel) and probably get banned from whatever site you post this on. <S> LET IT DROP <A> What are you whining about? <S> This guy has the character of a future president. <S> ... <S> but more seriously: Find a new workplace. <S> ( oh wait, you did, so what is it to you anymore?) <S> I agree, that is a very unpleasant work climate <S> However : It is sadly very often a tactic in company management NOT a toxic person.(whatever that is now...) <S> no fraternizing with subordinates shattering any attempt of raise negotiations by pointing at employees' flaws and mistakes management is always right and makes no mistakes, critique on management is insubordination subordinates need to be controlled, dominated even pitted against each other to raise productivity and undermine insubordination trust is a) not given but earned and b) trust in the wrong people can ruin a company <S> Did I forget any? <S> Oh yeah, be an ass and you won't be bothered... <A> You're angry. <S> You want revenge. <S> There's nothing wrong with that. <S> It's very natural. <S> Just get an envelope, address it to him (at work), then fill it with glitter and mail it to him. <S> THEN LEAVE IT AT THAT. <S> The sooner you can let go, the sooner it will stop hurting you.
| If you call him out, you are going to be the one who looks bad and will be dismissed as a "bitter, former employee, who is taking pot-shots now that he has no fear of repercussions"
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When my employer offers raises for retention, when should I tell them I am applying to other positions? I currently work for a government agency. The policy here for raises is that a raise can be given when one of two conditions is met: A person moves to a new position within the organization A person has received an offer from another employer and the raise is for retention This policy is strange to me, and I'm not sure how to navigate it. I have an interview coming up for a position outside my organization. My intent is to use their offer to request a raise in my current organization. Of course, receiving an offer also means that my employer faces some risk of me leaving. When should I mention this to my manager? One extreme would be to tell them I am applying for positions. This seems unnecessarily early, but does give them more time to think about my request. On the other hand, the other extreme is only telling them once I have a secured offer. That sounds abrupt. <Q> Doing so would be risky, since you'd be exposing the fact that you're shopping around prior to having an actual firm commitment from another employer. <S> The offer is typically given to the candidate fairly late in the hiring process, which means your window of when to tell them <S> is pretty well defined: most employers expect a response to an offer within a few days, so you've got a window of a few days in which to tell your current employer. <A> Yes, that policy is strange. <S> Why do you continue to work where you are now if the only way to get a raise is to either transfer or threaten to leave? <S> If someone else is willing to pay more then take the offer. <S> Your employer doesn't value your work for what it should pay - if they did you should be able to negotiate a raise without the new offer. <S> If you insist on doing this then don't tell your manager until you have a written offer. <A> You tell your manager when you have a written offer from a company. <S> If you tell them earlier, they have no way of knowing if you are actually going to leave or just using any offer you may receive as leverage for a raise. <S> They can then find someone to replace you as they know you are searching for another opportunity and let you go before you have any offers. <A> Many of the answers here seemed like generally good advice, but because this was with a governmental organization, were not quite spot-on. <S> Part of working for U.S. governments (generally) is that being fired is relatively difficult. <S> Knowing that I am looking for another position is not generally an offense one could be fired for. <S> Additionally, the process of firing me would include many weeks or months to pass - enough time to plan an escape. <S> I approached this from a more cooperative stance. <S> I asked my employer how to get a raise. <S> They told me that there wasn't much they could do, but that an offer from another employer would be a reason for a raise. <S> At this point, I told them that is what I would do - and I did it. <S> With an offer in hand a raise came swiftly, partially because my employer was already aware this would be happening . <S> And at that point there is no real risk - if they weren't going to offer a raise, I could leave. <A> My intent is to use their offer to request a raise in my current organization <S> You are taking a bit of a gamble here. <S> You need to have a written offer in hand, before you can approach your employer <S> Your offer will come with a short deadline, so you need to move fast. <S> Government agencies rarely move fast. <S> They may not be able to make a decision before your offer expires <S> Even if they can decide, the answer will be yes or no <S> If yes, you got your raise, but you also have clearly shown that you are actively looking around. <S> This may damage your long-term career <S> If no, you have a hard call to make <S> : Stay at the current salary and lose a lot of credibility or quit and take the new job. <S> You better make sure that the new job is something you really would want to do, and not just an offer for the salary negotiation <S> It's a bad policy since it always creates a "loser". <S> I wouldn't try to use it, unless all else has failed you are perfectly fine with quitting. <S> A better approach would be to talk to your boss and ask the question "how can I get to the next step in my career and financially. <S> Can we work on a plan for that? <S> " It's perfectly ok to bring up your confusion about the policy: "So I've read that you need an offer from a different company to get a raise. <S> Do I understand this correctly and is that the expected behavior? <S> Is that what I should be doing" and see where it goes from there.
| Based on the wording of the policy specifically referencing that "an employee has received an offer from another employer" I would never mention prior to the point that you have an offer in your hand.
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Is it better to want or need a raise? I've been with my company for almost a year now so pay review should be coming up. However, I know my boss will most likely avoid it. He promised during my interview that after passing probation my salary would increase, yet after the 6 month probation he refused to citing lack of funds. We're a startup and last month we received a large investment, the company is splashing out on marketing, refurbishments, new hires and events. I'm thinking of requesting a pay review next month. I want a raise for a number of reasons: I have worked very hard for this company and proved myself more money is obviouslynice I'm more valuable to the company now than a year ago since I've learnt their systems But I also need a raise because of my financial situation. I have repayments on a loan which will take 9 months to pay off. Each month I'll be paying back roughly half my wage to do this. This leaves me with very little money to pay for rent, bills, travel, food etc. My question is what is a better reason for requesting a raise? Should I mention both why I need and want a raise? or is it weak/bad to say I need a raise? If my request is refused I will have no other option than to go out and find a higher paying job, I have checked the market and I'm certain I could secure a role which pays at least $12,000 more which would resolve my problem. <Q> It only matters to you <S> Whether you just want it or absolutely need it might effect how you approach (or even if you do approach, depending on your personality) getting a raise. <S> But it should not be a factor one bit for the company. <S> The only things that should matter to them are: Are you worth the money you are asking for? <S> Do they have the funds to give that to you? <S> Negotiating a raise is a business deal. <S> Leave your personal matters out of it. <S> If they can't or won't give you what you think you can get then look elsewhere for it. <A> Anytime you discuss money there is always a possibility that you will job hunt if you're denied, so that is already implied. <S> If you're sure you could land a job that pays 12,000 more, I can't understand why you are still at your current one. <S> That is probably your best option. <A> The specific answer to your question is simple: Never, ever mention, for any reason, that you "need" a raise. <S> It is the kiss of death. <S> Negotiate salary only from a position of total strength. <S> Note, <S> "I'm certain I could secure a role which pays at least $12,000" <S> If that sentence is factually correct, you should literally walk out the door of your current company after you read this. <A> [Boss] promised salary increase during my interview probation [period but he didn't] citing lack of funds. <S> "We don't have it" is a valid reason for a startup to break that agreement. <S> last month we received a large investment... <S> I'm thinking of requesting a pay review next month. <S> Next month? <S> You want to wait until after they already have budgeted how they will spend it to bring this up to them? <S> Assuming that you're doing a good job... <S> And assuming you are necessary to the functioning of the company... Go into your boss's office Monday <S> (Tuesday if you aren't working Monday) and say something like : Boss, you said I would get a raise after my probation period, but you weren't able to give it to me because of the lack of funds. <S> Now that we have funding, I want to discuss my salary. <S> Current market rate for my position and my experience is X. <S> I think an appropriate raise would be <S> Y. I would like for it to be retroactive to the end of my probation period. <S> Fix the above wording to suit your interaction style. <S> Negotiate from there. <A> You never want to do anything out of need, as it makes you react rather than act. <S> Doing something out of want is action. <S> I want this, there for I will do that. <S> Doing something out of need is reaction. <S> I need this therefore I MUST do this. <S> You never want to do something because you must. <S> Update your resume, post it, see if you get any nibbles, and go in with the understanding that you can move on if you want to. <S> That way when you go into the meeting with the boss, you will go in with the confidence that you can move on at a moment's notice. <S> Believe me, people can pick up on that, and you'll be taken a whole hell of a lot more seriously when you ask. <S> You don't need to mention if you have counter offers, you don't have to threaten to leave. <S> Just going in with the confidence that you have knowing that there are <S> options makes people treat you with respect.
| You do not need any reason to request a raise. You can mention your problems if you think the boss will be sympathetic, but it's not a requirement.
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Is it appropriate to pay for someone’s dinner over a job referral? So my friend referred me for a position in her company. She does not participate in interviewing or any decision making. I wonder is it legal/appropriate to pay for a meal for her? Does it matter whether this happens before/after an offer is made? Or how much the meal is cost? Is there some legal disclaimer that needs to be done? (P.S. I live in Canada.) <Q> If you want to take her out for dinner, take her out for dinner, you don't need to rationalise it as a referral bribe or anything else, she's your friend. <A> It is called reciprocity. <S> She did you a favour to help you out and you can thank her for the effort. <S> I would personally do a nice dinner if it gets you the job <S> otherwise you can get her a thank you gift. <S> (woman like bottles of wines too). <S> In general when people help you out return the favour or let them know you are happy. <S> Because you ask about legality where I worked you should only tell compliance if the expense was above 250 EUR. <S> And it had to involve a client. <S> Since both of you are not in a "Commercial relation" no need to tell HR or compliance. <S> If in doubt, invite her over to your place and prepare dinner :) <A> I wonder is it legal/appropriate to pay for a meal for her? <S> Does it matter whether this happens before/after an offer is made? <S> Or how much the meal is cost? <S> Is there some legal disclaimer that needs to be done? <S> It's perfectly appropriate. <S> I've done the same several times. <S> I would wait a bit. <S> If you get the job, then a nicer reward (a fancier restaurant?) may be in order. <S> Even if you don't get the job, it's a very nice gesture on your part. <S> As far as legalities, consult your local laws. <S> I know of none anywhere. <A> I'll respectfully disagree with Joe Strazzere. <S> I would not wait, <S> do it now before <S> you know the outcome . <S> The dinner is to thank her for helping with the referral, and she's done her part. <S> You're thanking her regardless of the outcome. <S> If she were the hiring manager or on the interview team, then it might look sketchy - but what you've described is fine from my perspective. <A> I'm tending towards Kilisi's answer, but if you wanted to make the point that it was a "thank you" for a specific thing, it would be to thank her for the referral (ie. <S> something she's already done). <S> Since it sounds like there's nothing further she can do to influence the people who make recruitment decisions, no reasonable person is likely to see it as bribery.
| In my part of the world there are no laws preventing this.
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Employer requested notice period longer than new company can wait While at my current company (Old Company) I accepted a job offer as I was leaving on a three-week holiday. I told the new company (New Company) I would resign the day I returned to work, and complete three-weeks of notice period. (I considered resigning just before or during vacation to be unprofessional as my notice period would not be effective to my employer.) Because of my five years at Old Company, I knew the standard notice period is 6 weeks (national labor law) with the option to complete less of the notice period by paying half a days wage for each unfulfilled day. My intention was to complete what I saw as a reasonable three weeks (given my current commitments), and pay the rest. Now I have handed in my resignation and my manager wishes that I complete the full six-weeks in order to finish a project (of roughly 10 months duration) that is somewhat near completion*. My current role is that of a project leader for a ~10 person team. From New Company's perspective, they are giving me the standard six-weeks (3 weeks vacation + 3 weeks notice) for notice period at Old Company. From Old Company's perspective, I'm only completing half of their normal notice period (due to the holiday). To try to remedy the situation I have talked to New Company, politely requesting whether they can wait three more weeks for me, as I have an important project to finish. Their answer was that they really wish me to start on the agreed date because they have a client waiting, etc. My thoughts are that either a) my proffered three-weeks notice to Old Company is sufficient and I'm compensating for the unfulfilled days, b) I screwed up by offering to start at New Company, completing only half on the standard notice period. The trouble with possibility (a) is that as my current manager will know Old Company's commitments better than I, only his opinion on how much notice is sufficient counts. The consequence of not completing full notice is a hurt relationship with my manager going forward (and harder to get a referral in the future from him). I have tried other ways to improve the situation, like offering to help my manager after starting at the new company, after work hours or on weekends. Possibility b) seems more likely because I wasn't in a strong position to make the assumption that anything less than the standard notice period suffices. Remedying this would involve the difficult question of asking New Company for more time to complete the full notice period prior to joining their company. This would allow Old Company a better chance of finishing the project on-time and would also allow me to maintain the excellent relationship I have with my manager. The danger here is that they rescind their offer due to their client needing me to start on the given date, or else need to find alternatives. I have also read here about how a serious company should do all it can to allow their future employees to transition from their old company. Is my reading of the situation correct and is the best way forward renegotiating my notice period with my future employer? What alternatives come to mind? *: Deadlines have slipped multiple times on this project - currently my manager thinks the project will be finished by the time I complete a six-week notice, but I think that is an optimistic view and that the project will need at least 2 or 3 months to complete. <Q> Some facts: 1. <S> What your old manager wishes is completely irrelevant, <S> what you have to do by law is what counts. <S> 2. <S> Your new company can wait, because if they retract your offer, they won’t have anyone starting within six weeks anyway. <S> I’d get advice what notice is required from an expert. <S> You might ask HR at the new company, because it’s in their best interest to help you get out if your old contract quickly. <S> Otherwise, get an employment lawyer. <S> As a bit of advice to your old manager: His plan won’t work. <S> You won’t finish that project, and when an inevitable phase of bug fixing starts, you won’t be there. <S> Much better to get a replacement ASAP and <S> have you train them. <S> As a bit of advice to you: don’t plan your holiday to be part of the notice period. <S> In the USA, your holiday can be cancelled without pay. <S> In other countries, it may not count as part of the notice period. <S> In all countries, significant amounts of holidays in the notice period is unprofessional and won’t make you friends. <A> To try to remedy the situation I have talked to New Company, politely requesting whether they can wait three more weeks for me <S> That was a mind-bogglingly bad idea. <S> When you make huge mistakes in life: the only thing you can do is learn from them. <S> Never, ever do that. <S> Be the world's biggest enthusiastic goody-two-shoes until you actually get in the door. <S> (Regarding the rest of the question, simply utterly ignore the blah-blah coming from your current manager. <S> (Never, ever, let "I might need a reference" affect your actions.) <A> Notice periods are regulated in the contract and the law. <S> Usually the law takes precedence. <S> The biggest obstacle to quit is the ongoing project that you're potentially vital to. <S> Depending on your country, the employer might be within their rights to demand you remain until it is finished or they found suitable replacement. <S> Try to find a replacement you could recommend. <S> You might be out of luck on this <S> but it can't hurt to ask a lawyer about your options.
| If you have a written, fixed job offer, do EVERYTHING to secure your actual day one of work. Give your written absolutely minimum notice and get out of there.)
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Handing notice letter weeks after verbal notice In December 2018, my boss and I have talked about the company’s situation (it still has issues), so he asked me if I’m planning to continue working here. I said no and that I have to go. He then asked when I would leave. My first answer was in January 2019, but he requested me to stay until we’ve hired a replacement, hence I said I’ll stay until the first half of February. It’s almost February and my boss still hasn’t started looking for a replacement. (I would know if he did). I’m afraid he might be deliberately putting it aside because I agreed to his request but didn’t give a definite date of departure, which was my bad. Until now I’m scolding myself about it. Anyway. Our labor law requires a 30-day notice period when an employee resigns, that’s why I wanted to give it already. Is it professional that I’ll be handing the notice this late, given that my boss and I had talked about my quitting verbally? Wouldn’t it look like I’m hurrying my way out? What would be a polite response if he reminds me that I agreed to stay until a replacement arrives? Note: I did some editing to the context. Also, if it ever helps, I’m his sole employee. Knowing my boss, he delays things to his convenience, hence the last question on the third paragraph. Even if we’ve verbally talked about February, it was of no use. <Q> In December 2018, my boss and I have talked about the company’s situation (it still has issues), so he asked me if I’m planning to continue working here. <S> I said no and that I have to go. <S> He asked for details and I said I’m intending to be here until the first half of February 2019. <S> It's already very nice of you to give your boss any heads up that you're unhappy and planning on leaving. <S> Would it still be considered professional, given that my boss and I had talked about my quitting verbally? <S> You technically already disclosed that you were looking for a new job to your boss way in advance (at least 60 days) of the official notice. <S> You're just handling in the official notice now. <S> It's not unprofessional to abide by the legal notice period. <S> What would be a polite response if he reminds me that I agreed to stay until a replacement arrives? <S> My response would be. <S> "If my replacement arrives in the next 30 days, I would be happy to transfer everything I know to them." <A> Giving your notice is always professional. <S> It’s the correct and legal and professional way to leave a company (and the correct and legal way for your company to lay you off). <S> You both agreed (or maybe it was by law) on a 30 days notice, so your boss will have agreed that this is enough time. <A> The verbal notice is perfectly OK . <S> Send this email <S> NOW <S> , RIGHT NOW: <S> Hi Boss. <S> Thanks again for the great 18 months. <S> Just a reminder that as we discussed on Friday December 13 2018, my last day at this company will be Tuesday January 11, 2019. <S> End of story. <S> Note - there appears to be some moral-like "concerns about the health of the company and the health of the boss". <S> So, drop that. <S> Live your life and let the company live theirs. <S> Note - "What would be a polite response if he reminds me that I agreed to stay until a replacement arrives? <S> " <S> you did not agree to any such thing even if you "agreed" (what does that mean?) <S> to something so wholly bizarre, it is just meaningless. <S> it's totally meaningless and nonsensical. <S> if I "agreed" to not pee until two crows fly overhead - it's a meaningless collection of words. <S> It does not parse. <S> If Boss bizarrely says something (perhaps with tears?) <S> like " <S> but you AGREED to STAY until blahdeeblahblah" Simply respond " <S> As I said my last day will be Tuesday January 11, 2019, there's been a huge amount of time to search for new staff." and go about your business. <S> " <S> Would [the situation] be considered professional ? <S> Everything you are doing is totally professional and 100% OK. <S> Send this email now: <S> Hi Boss. <S> Thanks again for the great 18 months. <S> Just a reminder that as we discussed on Friday December 13 2018, my last day at this company will be Tuesday January 11, 2019. <S> When your company is shambolic, get out as soon as possible.
| Our labor law requires a 30-day notice period when an employee resigns, that’s why I wanted to give it already. The notice is there among other things to give the employer a chance to get a replacement for you.
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Troll slandering the company I am very active on some popular (my country-specific) Facebook web developer communities; some months ago, a guybegan there posting problematic comments. After a while, he began targeting my company (where I work as employee); his arguments were that their hiring process was a scam, but the worst were the overly obscene and sexist insults he kept writing about our HR girls. I'm never concerned usually about the casual troll, but this guy was explicitly targeting the company I work in, and I just cannot tolerate obscenities casually thrown to women, so I contacted the FB group admin and made him ban the guy. He came back just yesterday with the same behaviour, save the sexist obscenities: after he bragged on how he "sent fake CVs to scam companies", he reprised the rants about our hiring process.I know how my company hires and the level of our engineers is outstanding (also on a personal side): I think the guy either is awfully bad, or erratic and just can't realize how he has been kicked at the first stage; or, maybe, he is making up accusations just to troll and annoy me. So I made him banned again (I hope permanently). Should the story repeat itself, do you think it's time to report the thing to my HR department? I thought maybe without overtly pointing out the guy, but just asking "how do I deal with someone continuosly slandering the company in a public forum?" <Q> It sounds like you're engaging this person, which is absolutely the only motive a troll has. <S> You've also managed to draw attention to your company. <S> There's an ancient saying that dates all the way back to floppy disks. <S> PLEASE <S> DON'T FEED THE TROLL <S> You're feeding him. <S> Stop it. <A> By interacting with him you validate him and his claims. <S> Do not interact with him. <S> If you can't ban him, report him. <S> If you can't report him, ignore him. <S> Don't do anything other than ban, report, or ignore. <S> report the thing to my HR department While you would report the anonymous troll, you'd also report your response. <S> Given your emotional investment, it's possible that said response wasn't always in line with what the company and specifically HR expects the company's representatives to do. <S> If so, reporting will get you in trouble. <A> A difficult issue, I would say ... <S> Sure, your owners/managers need to at least be aware of this <S> So: in a low-key way, tell them. <S> And probably leave it alone after that. <S> It's not "your problem to solve", it's a management problem. <S> I'd use language like this, to managers/HR .. <S> "Say guys - have you been on this facebook/ <S> whatever page? <S> URL. <S> Notice <S> there's some dickwad who keeps slamming our company - he is totally vulgar too. <S> This drives me crazy. <S> I'm pretty sure it's this person XYZ. <S> I thought the best and only thing I can really do is alert you guys to it. <S> It's a job for management. <S> Very annoying situation! <S> Sorry to bring bad news!" <S> BTW. <S> I would say you possibly were wrong-footed when you initially had the PIQ blocked on the site. <S> Again it's not your job: that would be a job for your management. <S> You don't even want to be "seen to be involved" in any way you know? <S> (In fact, if it ever comes up that you did have-him-blocked once, I would downplay it totally: <S> "Yeah, when I first saw that profanity I messaged the site moderators who seemed to block him for awhile. <S> It seemed to contnue <S> so I've just alerted you guys ... <S> PR disasters are above my payscale!" ... <S> that sort of thing?) <S> Hope it helps. <S> Delicate one!
| If you can, ban him.
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As an employee, would it be inappropriate to suggest the acquisiton of better equipment? First of all, let me explain my point: I work as the sole code developer at a small tech company. Since some months ago we have been working with lots and lots of data analysis, which is getting heavier everyday. The computer I work with isn't exactly bad, but it's not optimized for data analysis and performance (with even my home computer processing stuff better). But since I am the only IT professional in the company, it isn't that easy for my employers to realize why sometimes it takes me lots of hours to execute some processes due to computers not working optimally. Since this is my first job, I'm not very sure if it would be inappropriate to recommend the purchase of a new and more powerful machine. My productivity would certainly increase without having to reinitialize the computer multiple times, but I'm unsure if I should say it directly. <Q> Management uses word and email, they don't need workhorse computers and it's often not obvious to them that other people do. <S> Hey Boss, I just spent 6 hours today watching my code compile. <S> I make a change which takes four seconds, compile it which takes two minutes, check the result which takes four seconds, then repeat. <S> I'd be like 10x more efficient if I had a workhorse rather than the weakest computer in the office. <S> My bill rate is something like 75/hour. <S> A computer would cost roughly 10-20 hours of my time <S> so this pays for itself in less than a week. <A> It is definitely appropriate. <S> Contact your direct manager to see what can be done, at least they'll know that your work is slowed due to poor tools. <S> Maybe the change won't be immediate as they'll need to plan the budget for it but the word is out. <S> I worked in a company where we were only 3 working in IT (in a company of ~30 people) and we aksed new computers so we would be able to work properly. <S> It was granted after we explained the time gained and demonstrated that the current setup was slowing us down. <A> It is part of your job to make management aware of any impediment to you performing your duties. <S> It is absolutely appropriate to inform them of the status of the equipment <A> It's not wrong, or inappropriate. <S> However, just asking for "better" equipment without quantifying it isn't very effective. <S> What's the cost of buying, installing, and maintaining the new equipment? <S> And how much money is the company going to make by buying this (either because of saving, or additional revenue). <S> Now, you have to specify the costs/savings/gains to the dollar, but if you're able to say "buying new equipment costs roughly $X amount, and we save $Y hours of developer time a year", then you give your manager something to work with. <S> Because if your manager goes to her manager to sign off on the new equipment, her manager wants to know those numbers.
| It's appropriate and will make you look good. Your computer is your main tool, and if your main tool is not working properly or prevents you from being productive, you should try to improve that.
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Professional Etiquette for asking if a connection is interested in a job? A few months ago, I had a few questions about possible career paths within my industry. One of my acquaintances put me in touch with one of his connections (I'll call him Joe), who is an expert in the industry. (I'm a junior level employee with 1.5 years of experience). I had a great phone conversation with Joe which was super helpful for me. After that conversation, we connected on LinkedIn, but haven't had any interaction with since then. My boss recently told us that he's looking to hire a senior manager within our department, and (based on what I know about Joe) I think Joe would be a great fit and an amazing asset to the company. However, I'm not sure what proper etiquette is since I don't have any history with Joe other than that one conversation. I've posted about the job on LinkedIn already, but it's possible Joe didn't see it (since I've never seen any interaction from him on LinkedIn). As far as I know, Joe is not looking for a new job. (He seemed quite happy with his position when we talked on the phone). Is it acceptable to reach out directly to him by forwarding him my post & asking if he's interested? Does it matter that I have never actually met Joe in person or worked with him? Is it better to reach out to our mutual contact & ask him if he thinks Joe would be interested? If Joe is interested, can I refer him even though I don't truly know him? <Q> I think it's perfectly acceptable to contact "Joe" directly, e.g. by a LinkedIn inMail (or whatever it's called). <S> Only don't ask him if he's interested; simply state the fact of the opening and note why you think he might be interested in the position. <S> This assuming you can explain why you think so; if you cannot, you shouldn't probably send the message. <S> It doesn't matter that you've not met "Joe" in person or worked with him; you are not recommending him <S> , you're simply passing along information about the open position. <S> It's not better to reach out to your mutual contact, as their opinion about "Joe"'s situation is irrelevant; let "Joe" decide. <S> Referral is not a recommendation. <A> If you knew Joe well, it wouldn't be a big deal to reach out and directly ask him - but since you don't, it makes sense to use some tact. <S> That said, I would imagine it would be hard to offend someone by asking if they're interested in a job, so this doesn't seem like a risky thing for you to do - especially in light of the conversation you already had, which paints him as the kind of person who seems willing to help others in the field. <S> When doing any professional networking reach-out like this, for people you don't know well <S> , I like to frame it in the context of the overall relationship. <S> Also, especially if you're not sure about his job status, it can make sense to mention it indirectly, instead of specifically asking if he would be interested. <S> Taking the indirect route also opens up the possibility that he may know someone else who is interested. <S> Such a reach-out might look like a LinkedIn message along the lines of, <S> Hey Joe, I remember from our recent conversation being impressed with your expertise in the industry. <S> My firm is hiring for Senior Role X, and since you're so well connected in our field, I was wondering if you might be aware of anyone fit for the job who might be interested? <S> I would add one more thought: It can be dangerous (in the sense of putting your current position at risk) to widely advertise that you're on the hunt for a job, so even if people seem happy with their job, they may be looking, even actively looking, and may welcome your request. <A> Is it acceptable to reach out directly to him by forwarding him my post & asking if he's interested? <S> Yes, that's perfectly acceptable. <S> Does it matter that I have never actually met Joe in person or worked with him? <S> No, that doesn't matter, as long as you don't misrepresent your connection with Joe to your boss. <S> Is it better to reach out to our mutual contact & ask him if he thinks Joe would be interested? <S> No. <S> There is no need to have your mutual contact involved. <S> This has nothing to do with that acquaintance. <S> If Joe is interested, can I refer him even though I don't truly know him? <S> Sure. <S> Again, make sure you make it clear that you only know Joe through a friend and a phone call.
| It's perfectly fine to refer "Joe" to your employer, as long as you openly state that you don't know him well and therefore cannot provide a recommendation.
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Is there a professional way to deal with brain fog? I feel this way about once every two weeks. I'll wake up and just feel out-of-it all day and I can't focus on anything deeply. I can't think through my work well at all. I'll lose my train of thought talking about something. I have trouble listening in meetings and my work suffers. I have a few techniques that usually help me get over this, like meditation, but there's no private space for that here. Is there a common professional way to deal with this? <Q> The best way to deal with it professionally is to plan for it. <S> People with chronic illnesses and/or handicaps do this all the time. <S> I have Asperger's syndrome and have to deal will occasional "off" days myself, so I try to keep a bit ahead of my work so that I can allow myself to drag a bit on days when I'm not quite right. <A> Some of these things can be mitigated by dietary or behavioral modification, or even prescription meds. <S> If your issue is simply that you are not as focused certain days, you are sleeping and eating properly and you have no medical condition... then welcome to the real world. <S> We all have ups and downs. <S> Just do your best that day, next day will be better. <A> I got here from your other question and based on that information <S> I'd like to offer my educated guess. <S> I see that you are taking full responsibility for all the tasks of a lone "programming guy" in a team of not-so-technical data scientists. <S> For five months you've struggled with a huge C++ project alone, as a junior. <S> Great teamwork... <S> Your problems are most likely psychosomatic. <S> Your body is telling you that you've taken far too big responsibility for too little recognition. <S> What a junior "programming guy" can do nowadays is to work within an organization - surrounded by tech leaders, product managers, testers, project managers, business analysts, customer advocates, CEOs and CTOs. <S> For example the C++ codebase is documented because other people took responsibility for that. <S> Only a very small responsibility is on the programming guy. <S> A scientific project could secure a grant (of more than 50 times your monthly pay, whatever it is) and take their C++ stuff to the software house. <S> Don't want to be a programmer? <S> Want to pursue a career of a data scientist? <S> Then assume as much responsibility as other junior data scientists around you - no more, no less. <S> Treat yourself with professional respect. <S> Above all, stop acting perfect and force yourself to admit your weaknesses to others starting today. <S> Aren't feeling all too well? <S> Don't know C++ all too much? <S> No desire to learn C++ anymore? <S> You can say any of these to your colleagues or your boss on the spot , without thinking and planning. <S> Not only they will be able to act on such feedback - they will probably like you more as a person. <S> Blind perfectionism is not a mature behavior - it turns against you. <S> Find a middle ground there. <A> Some options to consider: Seek medical assistance. <S> As other answers and comments have already noted, brainfog can be related to medical conditions which may be treatable. <S> Some of those conditions can also have other harmful effects which may be less noticeable, so even if you can mitigate the brainfog, still worth getting it looked at. <S> General self-care: <S> eating and sleeping properly and getting exercise can make a big difference, though for some folk these can be difficult. <S> Discuss with co-workers, if you believe they would be supportive. <S> My boss is aware that I sometimes get overwhelmed with too much new information, and that in particular I have difficulty retaining info from long phone/video meetings, so we've moved towards providing more written content before and after meetings. <S> On the other hand, some people can be unsympathetic jerks and might respond badly to this information - you will have to gauge for yourself whether this one is workable. <S> On a day when you are not brainfogged, think about your workload: is there some kind of work you're capable of doing when you are brainfogged? <S> For me, that might be various admin tasks, or tidying my desk and my inbox.
| Regularly occurring brainfogs may be just off days, but they could also be symptoms of a real condition, such as a painless variety of migraine. Since you know this happens every two weeks or so, you can pace yourself so that you are ahead of your work, and schedule minor tasks for the days you know you won't be at your best. If you truly feel hampered in the way you describe, the professional action is to see a doctor.
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salary dropped, thinking about leaving I have been working at my first job out of college for about 10 months now as a developer. Just recently it was announced that starting immediately everyone is getting a pay cut. Our pay was not the most competitive to start with. I am doing well, I dont NEED more money, but most of my peers that graduated with me are making at least 20% more, some making even over 50% more. I genuinely feel like I am worth more than what I am getting. Obviously, I am looking at jobs, updating my resume and git page, etc. My only issue is that I really like my job now, I feel like I am doing very well there. Drama is rare, everyone is nice, I am treated well and frequently praised by my leads and my directors are great. My fear is that I may get a job that pays substantially more, but has a culture that I don't align with or worse a hostile environment. For now, my plan is to conservatively shoot out some applications over the next few weeks until I get an offer, then have talk with my boss about a raise.I feel that, while maybe a raise would not put me where I ideally want to be, it may be enough for me to stay. If they agree right off the bat, I won't mention any offer. If no budge even with the offer, I will probably put in my notice on the spot. Another, maybe more important concern I have is how the company is doing as a whole. Of course, higher management assures us that the company is doing great, growing, etc. But I cannot think of another good reason for cutting payroll than declining profits etc. Maybe the owner bought a lambo or something. Please share your thoughts and suggestions. Perhaps there are things that I have left unconsidered in my situation. Like I said, I am young and inexperienced, so any new job would certainly be starting at the bottom again (although 10 months is not exactly a long time, either). Thank you everyone EDIT: Per the rules, I need to make my question more specific. Do you think a salary drop of about 10% across the board (most all teams) should scare me? Are there other reasons than the obvious that an employer might do this? Is the company I work for going under? <Q> You're doing everything you can <S> but you need to be more aggressive in your job search. <S> It's time to burn those sick days. <S> As a side quest it's worth scheduling a meeting with the uber-boss to ask details about the pay cut - what were the reasons for it and how come the company came to that decision. <S> Don't think for a moment you're being nosy, this affects your livelihood directly so you're entitled to ask. <S> The main story line is that you're not the only one who's unhappy with it and your colleagues are also looking for an out. <S> The pleasant environment you enjoy is about to change as people move on. <S> Generally you're right that the company is either in dire straits or management <S> is irresponsible. <S> In both cases you have to expedite your search. <S> In both cases you will not get a raise. <S> That ship has sailed. <S> In short, the decision to leave has been made for you. <S> It could be worse, you could come to work one day to find a lock on the door. <S> Your job is always to look out for yourself, and consider this an extended notice from your boss. <S> Good luck and hope everything works out for you. <A> Do you think a salary drop of about 10% across the board (most all teams) should scare me? <S> Yes. <S> When you cut pay, even the most happy employee will start looking: <S> The good ones will find better paying work very quickly. <S> The company loses the top talent and is stuck with the ones that are either too lazy to look or poor performers. <S> If there was a a better explanation, you would have probably heard it by now, but it's always ok to ask around how the business is doing. <S> As employee, you should keep your finger on the business pulse anyway. <S> Time to polish your resume. <A> Do what you can to find a new job. <S> It should be your first priority. <S> If the company gave you a 10 percent pay cut, then they shouldn't be surprised if you give them a 20% work cut and spend your time trying to find a better position. <S> Don't even bother talking to your boss. <S> A pay cut is an absolute deal breaker. <S> You don't want to stay with that company.
| Especially if they are already paying under market, the most likely reason for an across the board pay cut is serious financial trouble, bordering on desperation.
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Co-workers posting photos and videos of people without their consent I work for a company that is distributed over several branches across different countries. Every once in a while we're having these group video calls/conferences where all branches participate and every time one of the branches makes a presentation to the others. Our branch is the smallest (less than 10 people). Recently our branch was the one to make a presentation and one of my co-workers was in charge of it. The problem is that his slides had photos and videos of his co-workers (myself included), without having asked for anyone's consent. In fact, nobody was aware of the presentation and its content until the moment it got presented in front of the entire company. There was nothing directly offensive in the content of the videos and photos that were shown but I personally felt embarrassed of some shots of myself that I didn't like and wouldn't have approved. I don't know whether there is a legal issue behind this practice, but at least ethically speaking, I believe it's wrong. The same colleague has done similar things in the past, such as making a poster with professional photos of co-workers he found on social media and then posting it on LinkedIn. Any advice how I should deal with this? I want to say in public in some Slack channel that I'm not ok with this practice. But I'm not sure of how to approach this in case they claim that this behavior is legally and ethically acceptable and imply that I'm just being weird. UPDATE: HR informed us that this practice is both illegal (GDPR) and against company policy. The co-worker in question has been informed. <Q> There are several point here: collecting photos from social median and posting them on LinkedIn? <S> That is weird <S> and I think someone should inform him that it may sit not well with everybody. <S> Or you send an takedown notice to linkedin based on the fact that your co-worker does not have the copyright on the pictures (Just because something is on social media, it doesn't mean it's free....). <S> Taking pictures of co-workers without their consent? <S> If you are affected by it, go straight to your boss and tell him that you don't like this and that it should not be repeated. <A> This is a tricky legal situation but can have a simple interpersonal fix. <S> Ask him to not use any of your social media content use only certain media from your online presence <S> show you the media of you he wants to use for approval beforehand <S> The last point is potentially the only one you need. <S> You can only speak for yourself, so keep it that way, short and polite. <S> Legally there is the right of privacy / personal protection and the copyright / ownership of the image as well as the subject in the image. <S> Arguably photos / videos made on company premises could be deemed company property. <S> Social media content is really confusing because yes, you published it for the whole world to see, so why are you now against their use on one hand and your personal / privacy rights and the photographers (usually you <S> ) IP / copyrights on the other hand. <S> If you want to have legal advice on this minefield, inform yourself about laws in your locale or simply ask a lawyer. <A> If you have not told this individual that you are not happy - then how does this individual know that you are unhappy. <S> Best bet is to talk to the person. <S> Any reasonable person would try to rectify the problem/ This does not require HR, Boss, lawyer etc. <S> Possible rectification could be to pixilate yourself, or remove the offending photo. <S> Or maybe get a thicker skin. <S> Most (all?) of the photos of myself are not that great. <S> In addition - getting a lawyer involved is expensive, will lead to an unhealthy working relationship, ...
| Depending on the place, there may be legal problems, too.
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How to find a technical visionary for part-time guidance and mentoring? I work with a team of software developers who are skilled by the regional standards of our small job market. By Silicon Valley standards, we're below average in talent and we lack passion. Our users like the product we build but we're essentially automating a paper process, which is not glamorous work. Given our team's lack of passion, a mundane product, a competitive job market, and a low cost of living / salary range in our region, we have trouble attracting talented / passionate software developers. This is affecting our ability to compete with other products in our market. I think it would give our team and product a "boost" to have access to a talented "Silicon Valley type" who could help us with technical vision and mentoring on a part-time basis. How can we find and attract someone like this? <Q> You've mentioned: I'm essentially just looking for a good mentor to help me become a better software developer. <S> My team looks to me for technical leadership, although I have no authority. <S> After official part, usually there are meetups in bars where you meet them informally and tell your problems. <S> Recent article about hiring - Trouble hiring senior engineers? <S> It's probably you Controversial but still good food for thought: Recruiting, Training and Retaining GIANTS: <S> Tips on recruiting talent About productivity: <S> The 10x developer is NOT a myth <A> That way you can get a temporary boost to your skillset and expose your team to new things. <A> This is a common problem. <S> If your product is not "glamorous" enough your company is forced to offer other extraordinary benefits. <S> This could range from gorgeous scenery / amazing landscapes , exceptional work climate / people, buzzing metropole or a dreamy country side living all the way to the most commonly used incentive : <S> A MUCH HIGHER SALARY than the competition with the sought after projects offer. <S> So can you let it rain? <S> Maybe some great talent will deign to work with you. <A> Your team is good enough, it just doesn't have the exciting work. <S> Clue - very few developers ever get to work on the exciting projects. <S> Talk to your people. <S> See what they think the issues are, and what the solutions could be. <S> Send your people to conferences. <S> Find (or create) local Meetup groups for the technologies you use (or want to use). <S> If money isn't available (and money is more of a motivator/retention tool than people admit), then consider allowing people to work 20% of their time on their own projects or learning stuff. <S> Pay for training courses - any course, not necessarily ones needed for their work. <A> Being a technical leader, I think you need to first think about how to ignite your own passion and lead by example. <S> I definitely recommend finding a mentor or coach to help you become a better leader. <S> It doesn't need to be a silicon valley type necessarily, but definitely someone who's been in your situation and moved past it.
| Go to conferences and user groups to network with software developers. You need to make the company more attractive. If you don't have the skillset on your team the normal way to do something different asides from hiring is to get a consultant. I don't think that bringing in some random 'Silicon Valley' developer will help (not the least, because most of them aren't very good, and the best developers may not be the best mentors....); basically, you're saying to your team, "We aren't good enough".
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How to communicate required decisional power before taking job? An IT company wants to hire me as a data scientist (which I am). I had all the interviews and are now in the negotiation process regarding the contract. The company made me a good offer, they really want to have me on board and the company seems to be a good fit for me too. The company has two products. The department I would be hired into deals with providing solutions regarding data quality. While the department for the other product has an employee who knows Machine Learning (I am not sure how much exactly, but it seems to be somewhat reasonable), I would be the first person in my department to apply modern statistical methods and Machine Learning. In the past I have been in the situation where I was an employee who basically just took orders from my superiors and while they developed the strategy on how to proceed. Also, I have been in the situation where I have been an consultant and as the expert I set forth the strategy - including how to manage the projects and what processes to put into place. If I would take the job in this new company I would be an employee, without being a manager, product owner or something like that. As far as I can tell there might be quite a lot of new languages, methodologies, management processes I might need to introduce. This would mean that I would have to act like an expert consultant, in so far that I would have to say how to proceed (not just executing given commands). I am happy to do that, but I am not quite sure how clear that is to my supervisors (after all, I have no manager position). I feel there is a discrepancy between my position (low level employee) and job (setting the strategy as well, not just doing the legwork). How can I communicate this now while I am in the negotiation process, instead of having a messy situation later? If I take the job then I want to add value to the company and for that I need to be treated at eye level by the executives. Can I write up a job description and put stuff like that into it - how? An acquaintance of mine, who worked as executive board member of very large companies and now as member of the supervisory boards said that he had whole strategies as part of his contracts. This seems a bit over the top for someone with 5 years business experience, but I am not sure. Update: So far I have mentioned something along the lines that it is important that if the manager believe me if I would say that we should do this or that, but I have not explicitly discussed it further. An aspect of this is also this: As far as I understand, they do not have a clear Machine Learning strategy. I have no issue with developing one. What I would have an issue with would be not to be included in developing one or that I would be given specific tasks, without having an overall strategy altogether. Micro-managing can be also very harmful in these kind of situations. This is what I did First of all: I took the job :-). What I did was, I wrote up a job description, and phrased a lot of point like "find out which projects to take on", "evaluate different projects regarding, costs and gain", "delegate tasks" and so on. With this I wanted to avoid to seem to think I am the boss (and an entitled millennial), but emphasize my responsibilities. My future direct supervisor did catch my drift that I want the "decisional power", but he said that he is happy if I take initiative. I said that I of course are going to check in with him (which is simply smart for me in order to be on the save side anyway), but I need to be heard in order to do my job properly. He also said that I did a better job in summarizing my position than he could have done, so that was a plus, too. This also helped to get on the same page. They did want it to be part of the contract though, but that was okay for me. I had it signed, sort of as a protocol or guideline for the job. Also I took bytepusher's advice and asked for the "Senior" in front of the position, which was granted to me. I had to give a good argument, but finally my direct supervisor was very happy to give it to me. <Q> You're not offered a leadership position. <S> Let them outline your duties. <S> If there are things that require some form of authority you could argue that. <S> Otherwise you're just a grunt who gets tasks assigned, submits results for approval or proposes plans and ideas to mangement who decides on implementation. <A> If you want to impress the importance of getting some leeway in your work, and being able to make decisions affecting strategy, the best way to make this clear is indeed via your job title. <S> That is the language the business will understand best. <S> Since you're not a manager, one could consider suggesting "lead data scientist" or "senior data scientist". <S> If this is not on offer, or you're not sure you can fulfill that role, you will have to accept that. <S> This does not mean you will be fated to simply execute instructions mindlessly, though. <S> Any expert opinion, presented in a useful manner, will be valued by any reasonable manager. <S> Prove your worth and your position may soon improve. <A> This is probably a question of company culture as much as it is one about the formal side of your offer. <S> There are a lot of companies where technical expertise is respected, and being the person with the best understanding of area <S> X naturally means it is part of your job to decide how you will handle area X, and you don't need to have underlings or formalized authority in order to do so. <S> There are also companies where decisions flow top-down like you fear. <S> What you need to do is figure out which kind this employer is. <S> The managers you're talking to at the moment may not be able to give you a reliable impression of that. <S> (Both good and bad managers tend to honestly believe they are being non-tyrannical and open and respect the opinions and ideas of their managees).But what you can do <S> is ask them if you could get to talk to a non-management employee in a comparable place in their hierarchy as the role you're being offered. <S> This is not an unreasonable request, and there's no good reason why they would refuse. <S> Then quiz that person about how things usually work there. <S> Which opportunity is there for workers "at the coalface" to give relevant input to technical decisions? <S> How much is it their impression that this input is actually listened to? <S> Do things work more like a meritocracy where a competent worker can invest effort in push for a particular course of action, and eventually get to "own" it, or is it more hierarchical where you might get your way, but your boss gets the credit? <S> Is it common to circulate and discuss proposals across chain-of-command boundaries? <S> Listen carefully to the responses. <S> If it's a hellish place, they may not feel free to tell you outright -- but you should still be able to gauge how much enthusiasm the answers are given with.
| Make sure you're all on the same page regarding expectations towards you.
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I’m planning on quitting my job and now I’m being promoted, do I accept the promotion? I have been at my corporate job for almost 6 years and I have enjoyed it and learned so much, but for the last year I have felt ready for a change. So about a year ago, my partner and I started planning a trip around the world. We’re going to quit our jobs, sell all of our belongings and live out of a backpack for year. After a year of waiting, the time is almost here. We will receive our annual bonus at the end of the month (about two weeks from now) and once we have that, we will be resigning from our jobs and giving our employer 3-weeks notice- I forgot to mention, we both work for the same company, and even in the same building. Everything was going as planned until I was suddenly offered a promotion. I think I would truly enjoy the new role, however, I have made up my mind that it will not stop me from taking this trip I’ve spent a year planning. At this point I’m in damage control mode and I just don’t want to waste anyone’s time putting this promotion into place. I would be open to giving my notice earlier than planned, however, because my partner works for the same company, I would also be indirectly outing him, and he is not ready to share the news with his boss. It’s also worth noting that the process is already moving faster than I expected and any hopes of stalling are fading. (my boss said she’s ‘really pushing this through’ and the ‘HR Director and CFO are really excited’ for my promotion). I fear the promotion will be enacted a week or less before I planned to give notice. My questions are:- should I keep my mouth shut and let the promotion happen, only to quit shortly after? Maybe even a week later?-should I talk to my HR department and tell them what’s going on and suggest they stall on making the promotion official while keeping the information confidential from my boss and my partners boss?-should I just tell my boss that I’m quitting so I can’t take the promotion but ask her to keep this info confidential until my partner gives notice in 1-2 weeks? Help! <Q> You don't need to accept the promotion and you don't need to tell anyone that you're planning to quit until you're ready. <S> You can simply tell your boss something along the lines of <S> Thank you for offering me this promotion. <S> Regretfully, though, I have to turn it down. <S> I have some things going on in my personal life right now that prevent me from accepting. <S> Otherwise, I would really enjoy the new role. <S> Of course, in a few weeks when you resign, you're free to tell your boss that the personal issue was this trip and thank him or her again for the offer. <S> Having said that, though As @Victor S points out, if there is a reasonable chance that you'd want to come back to the job after the trip, it's worth asking about a leave of absence rather than resigning. <S> That doesn't force you to come back after the trip but it does leave the door open. <S> If the change in title would be really valuable to you when you go looking for your next job, it might be worth accepting just to be able to show the new title on your resume at the risk of annoying your current organization. <S> I generally wouldn't recommend that <S> but if this is a step you've been working toward for years <S> and you'd expect to start at that step <S> when you get back from the trip, it might be worth the cost. <A> First you need to be clear about your goals here: <S> Both you of will be leaving. <S> Tickets are bought, backpacks are ready to be stuffed. <S> Nothing can change this. <S> So the only thing left to do is part amicably with your current employer. <S> The best way to do this depends often on culture and mindset of the employer. <S> While early notice is typically frowned upon in this forum, personally I think it works quite well in most cases. <S> I have always resigned early and I have fortunately received early notice more often than not. <S> In all cases the employer was very appreciative of the extra time and there were no negative consequences whatsoever. <S> More time to plan the good bye party too :-) <S> Think about it: once you made the decision to leave, it's best to structure your departure and hand off in an organized and stress-free way. <S> Doing this in 4 weeks is a lot easier than in two, especially if there are holidays or a critical deadline right in the middle of the two weeks period. <S> There are exceptions but they tend to be rare (in my experience). <S> Your best shot to retain a good relationship is to be fully transparent. <S> This will be best for you and your employer (win-win). <S> If your employer is too narrow minded to too sensitive to see that, nothing you can do will preserve the relationship anyway, so you really have nothing to do lose here. <A> Accept it. <S> There are plenty of posts on the stack that address whether or not you should accept a payrise when leaving. <S> The general concensus is absolutely yes. <S> It should be the same with promotions. <S> If youre 100% certain <S> you don't want to come back to the company <S> then just accept it <S> and it'll be on your resume when you look for jobs in the future. <A> If you are absolutely sure your husband is ready to give notice in 1-2 weeks, ask your boss whether you can think about accepting the promotion, and that you will come back to him within two weeks. <S> If you are not sure about that, take the promotion, and quit when he quits. <A> I've had a colleague that did exactly as you did, took a sabbatical for a year. <S> Unlike you, he did not just quit his job. <S> Instead, he made an arrangement with the employer where he registered the absence as unpaid vacation and simply came back to work a year later. <S> The arrangement was beneficial for both entities as it allowed the company to staff his position with a contractor for the duration of his absence and the person simply came back and picked up his tasks as if he never left. <S> I don't know if your jurisdiction allows such extended absences or if your employer might be interested in this arrangement, but, like most answers pointed out, I would take the position (and raise) and let them know I plan to take a 1-year long vacation. <S> Then suggest the unpaid leave solution if it applies. <S> If they agree, you have a nice-paying job to come back to. <S> If they don't nothing changes. <A> should I just tell my boss that I’m quitting so I can’t take the promotion but ask her to keep this info confidential until my partner gives notice in 1-2 weeks? <S> If it's not possible to get sabbatical leave and you have to quit, you did your best and it won't "leave a bad taste in the mouth" because it shows you're interested in the company and the position offered. <S> Best of luck for your trip.
| I suggest to be honest with your boss as soon as the promotion happened, and discuss the posibility of taking a sabbatical leave where you can resume your work after the trip.
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Meeting with the boss one-on-one but a member of HR will be attending I have received a letter from my boss saying that a meeting has been arranged for this date and time, and a member of HR will be there. That is all the letter said. When I asked the boss what the meeting was about she explained that it is a one-on-one meeting to discuss the contract I signed and talk about the shift change. I'm confused as to why a member of HR is attending on a supposedly one-on-one meeting and no other explanation was given. How should I prepare for this meeting? <Q> Could be harmless, could be bad. <S> It's clearly significant: Written invitation and HR presence means it's something official where HR makes sure that all laws and procedures are followed. <S> Most likely a formal change to your work arrangements. <S> How to prepare: <S> Keep your eyes and ears open. <S> Are there any financial troubles, reorganizations, layoffs, acquisition, etc. <S> happening? <S> Make sure you are up to date on the state of the company and the business <S> Be prepared to listen a lot and say little. <S> Politely nodding your head, mumbling "I see". <S> Don't say "yes" or "no". <S> Ask questions, especially if you don't 100% understand what they are saying. <S> "Can you clarify?". <S> "What does that mean specifically", "What are options for the next step", etc. <S> Your boss and HR have a huge information advantage, so your main goal is to learn what is there to be learned and buy some time to digest the information and formulate your own strategy how to deal with this. <S> DON'T SIGN ANYTHING in the meeting. <S> If they give you papers, ask for time to thoroughly read through them. <S> Prepare for the worst. <S> Make sure that, if push comes to shove, you can leave the same day on short notice. <S> Clear up personal files and e-mail accounts from work computers. <S> Clear sign in credentials from browser caches, make sure your personal stuff is ready to go. <S> Don't stress too much. <S> It could also be something good. <S> Preparation is good, but only if it's constructive. <S> Worrying without doing just makes you more nervous. <A> Is your company a union company? <S> If so, check if you have a right to bring a union representative the same way that your boss has someone from HR. <S> Most likely, you do. <S> Because the one thing you want to avoid is being in a 2 vs. 1 situation that could turn into a "he said / <S> she said" conflict. <S> Announce this before, and treat it as a perfectly normal thing. <S> If pressed, explain calmly that since you don't know what the meeting is about, you are sure that the presence of the union rep is entirely unnecessary, but you brought him just in case, so no time is lost in fetching him if his presence should turn out to be of advantage. <S> That doesn't mean this is bad. <S> It really could be entirely harmless, and the HR person might be there not to check on you, but to check on your boss. <S> But the point is that you don't know . <S> So better safe than sorry. <S> If you don't have a union rep on hand, then @Hilmar wrote a very good answer on how to prepare and behave, especially points #2 and #3. <A> I would like to press that HR is not your friend. <S> Whenever HR is included that means change is coming (good or bad). <S> Unlike other answers, I think that if it's something good, your boss will give you a heads up while waiting for HR's confirmation. <S> I highly suggest preparing No.4 from @Hilmar's answer : <S> Prepare for the worst. <S> This could be a termination meeting. <S> Make sure that, if push comes to shove, you can leave the same day on short notice. <S> Clear up personal files and e-mail accounts from work computers. <S> Clear sign in credentials from browser caches, make sure your personal stuff is ready to go. <A> Besides @Himlar 's valuable gems, I would like to add the following based on my bad times with biased HR: <S> If anything is going seriously against you, put your disagreement on record in the written form. <S> If they talk about any damages to the organization, even if you are lured to accept it by indirect indication that they will forgive if you accept, don't get lured. <S> It is a well known trap. <S> They may try to provoke you by direct/indirect insults and get something on which disciplinary actions could be taken. <S> Keep your calm until the meeting is finished. <S> Keep us posted after the meeting is over. <S> What it was about and how you handled it. <A> Do you have any reason to believe that it is not exactly what your manager said? <S> One-on-one could easily be boilerplate in the letter basically saying the meeting is just for you and not your whole team or department. <S> Have you signed a new contract with a shift change as your manager indicated? <S> If I had a contract change, especially with a shift change, with my current employer, this is exactly what I would expect to happen. <S> HR is more qualified to discuss contract language than your boss.
| Since this is a change to your conditions of employment, HR should be present, just like they probably were on your first day of work/orientation. This could be a termination meeting.
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Hired in at substantially lower pay. Verbally promised raises, they aren't going to happen I accepted a job offer 4 months ago. The pay is substantially lower (40%) than what I had been making. I was told during the hiring process that after 90 days I would receive a significant raise, and then be eligible for raises based on merit every year. They knew what I was making before and said I could achieve that salary with 2 annual raises, providing my work was good. About a month in, someone on our team was let go. I snoop around and find out this was due to financial troubles. My 90 days come and go and no talk about my raise from my boss. I finally ask and he says that it's not going to happen and that likely my annual raises will not happen or just be at 'cost of living' increase unless we can pick up some new clients. My boss has stressed there are no issues with my work at all. Now, clearly I messed up because I did not get the raise in writing. I did not even receive a written offer. It was just a "come in on Monday the 18th" thing. I know this is incredibly stupid and do not want responses focusing on how stupid I am and that I needed this in writing. I realize this now. I feel like I'm in a pretty dangerous spot here, career-wise. I had been making a salary 40% higher than where I am now for nearly a decade. Their initial promised raise would have closed that gap by half. I could live with that, especially because I planned on working myself back up to where I was before. But instead, I'm stuck at this junior level salary. How is this going to affect my future job prospects, especially if they pull salary history? If I share this story in an interview when they ask why I am looking, will it make me look stupid and hurt my chances? Is it better to start looking now and explain my situation to prospective employers, or to stay at this low salary for another year and hope things turn around? I feel like I've reset my career-clock 10 years by this move. <Q> Search for a new job. <S> No need to mention to anyone that you took a pay cut. <S> If asked, just say you aren't comfortable discussing your finances, and that this is about what you can do for the new company, not what you were earning for a previous one. <S> And don't disclose to your current employer that you are jobhunting until you have an offer in hand and are quitting. <A> IMHO, start looking for a new job. <S> Update your resume, perhaps omitting current position if possible. <S> If not possible, your "not job hopping" reason could be "hired for incoming project that didn't come through" or something similar. <S> In any event, your current job would not be a good place to work, given salary prospects and management integrity or the lack of in this case <A> About a month in, someone on our team was let go. <S> I snoop around and find out this was due to financial troubles. <S> Promised salary increases or not <S> , redundancies for financial reasons are always a good reason to start looking elsewhere. <S> Clearly the company is struggling, and with this sort of sign I'd always recommend looking to jump ship before it sinks. <S> My 90 days come and go and no talk about my raise from my boss. <S> I finally ask and he says that it's not going to happen... <S> Again, broken promises because of financial troubles. <S> This is another indicator that this role isn't going to be financially viable long term, and another reason to look elsewhere. <S> How is this going to affect my future job prospects, especially if they pull salary history? <S> This is standard, good practice for any job interview / negotiation, so by itself this shouldn't be any cause for alarm. <S> If I share this story in an interview when they ask why I am looking, will it make me look stupid and hurt my chances? <S> Bluntly speaking, yes. <S> "I took a salary significantly less than what I was making before" makes you look a desperate, and increases the chances of your new company also lowballing you on offers. <S> The good news is you don't need to share this story. <S> You can share broad areas without going into details - the part about other employees being let go for financial reasons for instance, and that will make sense to future employers in its own right without you needing to share the details. <A> Salary does not correlate to job function. <S> Some companies just pay crappy salaries and that's all there is to it. <S> My first job I was working in a company in Japan as a software developer for a major tech firm (multinational, many business areas, very successful, etc) <S> and I was making under <S> $40k/yr. <S> Left Japan, came back to Canada, first job made $60k <S> /yr at a small consulting company with < 100 employees. <S> Some companies just pay crappy. <S> You will be hired to a new job based on your skills, not based on your salary. <A> I feel like I've reset my career-clock 10 years by this move. <S> You have done no such thing . <S> (unless your contractual title reflects your junior salary) <S> You have just let them sweet talk you into a lower wage and realize now that they can't or won't fulfill their end of the (verbal) contract. <S> LEAVE NOW <S> Never, EVER volunteer yor previous salary in interviews or negotiations unless using it as YOUR leverage. <S> if they pull salary history? <S> Depending on country this most likely is not possible or legally not allowed. <S> Even if they know your previous salary in general, it only reflects your negotiations for another job at another company, when you had less professional experience and different financial circumstances. <S> Only ever talk about what your current salary expectation is. <S> In your case, once they know your salary and try to push you down as well, remain adamant that that was a one time special negotiation because X and Y reason (fill in why you agreed - unless it is as you say "stupid") <S> In general, if interviewers inquire why you seek new employment you may tell the truth, that your employer didn't fulfill an agreement (and leave it at that, no more info) or evade by saying something generic. <S> Should they be persistent or instead of the previous <S> you may tell them they promised annual raises that never happened.(don't mention your low salary, it's just none of their business)
| Simple - you don't tell them how much you've been making.
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Company computer equipment after termination A friend of mine was fired from her job (seriously asking for a friend here ) and asked me about what to do with her company issued computer equipment. The company laid her off during a merger about a year ago, and never asked for a laptop, two monitors, and a printer they had issued her to be returned. She asked me if she could sell it. She didn’t know if there was any policy requiring her to return it, as all the documents she had from them were electronic and she no longer has access to them (totally her fault). I said no because it’s still the property of that company, but it got me thinking that may not be the right or whole answer. I’m in Arizona and she’s in California, so the laws are probably different for both of us. So my question is: how long does she have to keep the equipment before she can sell or dispose of it? If she has to return it, is the company required to pay to have it shipped back to them? Just something I was curious about. Edit: Everything here is pretty much what I told her. She said she had tried calling the company several times and no one has returned her call. I suggested that she drop it at the local office and let them deal with it. Thanks all! <Q> So your friend first needs to check whatever contracts she has. <S> During mergers it often happens that not only employees but also equipment are not required anymore, so the value of this equipment to the company could be quite low. <S> Nobody may have kept track which employee has what company equipment at home. <S> A company might even do this as a kind of bribe - someone with company equipment at home might think twice about saying anything bad about the company. <S> Keeping them, even using them, is much less risky- <S> as long as you can return everything when asked to. <S> Since she isn’t an employee anymore, she needs to allow them to pick items up at a convenient time. <A> It is not her property. <S> Job done <A> Step 1: Contact the company and ask. <S> Step 2: <S> Contact an employee at the company who you still have contact info for and ask them to ask on your behalf. <S> Step 3: <S> (If it's not too onerous) Take the stuff to the company and drop it on the receptionist's desk and have them deal with it. <S> Step 4: <S> Consult legal counsel, or post on Law SE. <S> Most likely outcome (IANAL): <S> You are responsible for keeping it until such time as the company requests it back, or some statutory limit on when it becomes yours forever. <S> Until then, keep the stuff in a box and use it as a TV stand.
| Selling these items is legally very dangerous. Or she can call the company and ask them what they want. I always had contracts saying that any property if the employer has to be returned. Just bung the kit in a box and hand it over to her former emplorer (aka the new company)
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How do I point out, in a professional manner, that someone in an email chain asking for response from the wrong party? R&D sent MIS an email, MIS sent a followup email to HR asking for a response. HR responded and asked finance for a response. Everyone is added into the email thread cumulatively. R&D followed up in the email chain asking if MIS had resolved the issue before Finance had even responded. How can I politely inform the person in R&D that MIS are still waiting for a response? <Q> Simplify and clarify. <S> Simply send an email to all concerned parties that clearly outlines and summarizes what the status currently is. <S> This will inform R&D about the chain of responsibilities and the scope of the problem in hand because they obviously don't know or haven't read the email chain fully. <S> R&D wrote to MIS asking for [stuff] <S> MIS then referred this to HR because [reason] HR needs to seek clarification from Finance because [reason] We currently can't progress with this until we get the information from Finance <A> Just politely tell them where the problem lies, preferably while CCing said problem so that the original problem-haver knowns who to contact for more follow ups. <S> For example: Alice: <S> Hey Bob, I'd like to have steak for dinner tonight. <S> Bob: Sure, I will look in the fridge if we have any. <S> Bob, looking at the fridge, to Alice: We are currently out of steak, I will go get some from the store, this might take an hour or so. <S> Alice: ah <S> ok, well what do we have in the fridge at the moment? <S> Bob: meatballs? <S> Alice: <S> sounds good, lets have meatballs! <A> How can I politely inform the person in R&D that MIS are still waiting for a response? <S> A simple response is best: <S> R&D, MIS still needs a response from HR regarding this issue <S> 1 <S> (reference email's title 2 + datetime). <S> I see an email where HR has requested information from Finance 1 (reference email's title 2 + datetime). <S> HR are you still waiting on Finance? <S> Note that my suggested first sentence <S> factually tells the person why you cannot respond yet, then there is a recap. <S> This is a different order than the answer Snow presented . <S> Snow also said you should put in the "reason" which isn't a bad idea. <S> If you do, make sure the email isn't so long that your main point ("we cannot answer yet") isn't lost on someone (most managers) who skims your email. <S> Often people delete emails, or when the titles aren't the same don't notice that the things are related. <S> This wraps it all up in one package for them to review - including Finance & HR (one of whom either dropped the ball or failed to give a timely status update). <S> Note that you aren't blaming anyone . <S> You are just asking politely if HR can proceed, and you have done this in response to a request from you for a status update... <S> it is unlikely anyone will be offended. <S> Add your manager because you're dealing with other departments (if they aren't already on the chain). <S> 1 <S> I would attach those emails in case someone has deleted them. <S> Especially if you are dealing with managers. <S> 2 <S> If the titles are all the same conversation you can leave this out.
| It also helps to re-state the procedure and the reason you are making this someone elses problem, this might help the problem-haver to restate the issue so that another procedure can be followed.
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Should I quit the job because of misunderstanding with friend Friend of mine was assigned a task to explore commercial possibilities in a completely new market for the company. There was no real in-house expertise in this market and he was the only guy who had critical mass of knowledge to move forward with it at that moment. He agreed with the management that should business cases justification be found, the market activities will be separated into a project office. He proposed me to join him, since I’m kinda expert in this market. In fact it was me who influenced him to gain expertise in that field in the first place, so I guess he felt obliged in some way. I agreed to this proposal, so he passed my CV to HR and I was able to convince her I’m the guy company needs to move forward in this new market. My task was to "provide expertise", whatever that means, and it was my mistake to agree to such a vague terms. I noticed that he is considered (although, unofficially) as a chief in this new uncreated project office because he just works there longer than I do and it was he who was assigned to the task in the first place. However, for a friend of mine, this project is just a side activity with high risk/reward ratio, and he has serious safe haven in other mission critical projects in the company. Should our activities fail, he always has back-up, should we succeed, office will be created and he will be assigned as a director of projects. However, he is not committed to this project at all, and devotes to it maybe 1/4 of his time, since it’s basically a gamble. And I’m stuck there, full-time committed, "providing expertise" in a high risk project. And even if it succeeds, basically all laurels go to my friend anyway. I’m too soft to step up and start confronting my friend: he’s my friend in the end, and he basically offered me to join him. However, I started to see that he does not shun to consolidate his supremacy as a project director should any chance occur. It’s becoming really psychologically uncomfortable for me, and our relations are beginning to crack. Is quitting my only option, or is there something else I can do? <Q> So, who is responsible if this project fails? <S> Not who get blamed but who, ultimately has his name on the line. <S> it sounds like your friend is. <S> Do you think that if this project fails your friend will just cut ties, laugh at you and tell you to shove the hurt where the sun doesn't shine? <S> Then he is not your friend at all. <S> In either case he is not just your friend <S> he is also your manager and you need to talk to him like he is your manager. <S> You say you are too soft for this <S> but then the question becomes "I am afraid to talk to my manager" which is a whole different ballgame. <S> Maybe someone else, up higher in the company is responsible. <S> Find out who greenlit the project in the first place and talk to them about this case. <S> workloads in projects are rarely even and it is not unusual that the distribution between glory and work is skewed even further, this is just the way some thing are. <S> As long as you think your friend will treat you fairly and you have an exit scenario on hand just keep your nose to the grindstone and make sure that the right people, people who can recognize your contribution, know how hard you work. <S> Your friend might get the champagne and handshake of the CEO <S> but hopefully you will walk away with the appreciative nods from some experienced people, which I think is just as important. <A> First thing: if you are working with or for him, then he's no longer your friend, he's a colleague or boss. <S> People keep making this mistake and it is crucial that you recognise the distinction. <S> It's business and at the end of the day we are all in competition with each other for recognition and reward. <S> It can be friendly, but you must not take it personally. <S> He's not going to pay your mortgage or look after you when you are ill, and you're not going to do it for him either. <S> To your immediate concern, have you talked to your colleague about your reservations? <S> Ask him what your and his priorities should be. <S> If it is a serious problem for you, ask to be transferred to a different project. <S> Do not quit until you have a new job offer in hand and contracts signed. <A> It seems to me that the problem here is the fact that your friend seems to be taking the credit for your work. <S> And this is true in a sense, however you're ignoring the many risks he has taken to bring you on board, as well as the fact that you wouldn't have this job if it weren't for him. <S> This job represents an opportunity. <S> An opportunity that you would not have without your friend's help. <S> He is in charge of this initiative, and will also take the blame if it fails (even if it wouldn't get him fired). <S> As your manager it's only natural that he will reap the rewards of his department's success. <S> If he's fair and honest then he will admit that you played a big role, and acknowledge his team's hard work, but in the end it will still be him receiving the accolades, which is more or less what happens in any organization. <S> Rather than be upset about it, consider that if this initiative succeeds then you will likely be offered further employment with that company, and you may even be able to request a raise, or a senior position if more employees are brought on. <S> Or perhaps this will simply serve as great experience for your resume. <S> The better you perform the more you stand to gain as well.
| If it is a senior person they should be able to give you some kind of exit scenario that will allow you to get out of the project if it turns out it is not feasible.
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New offer on hold during notice period I took a position with another company, and put in my two week notice with my current employer; this week is supposed to be my last one here. But today I talked to my new boss, and he informed me that the position is on hold - I am not to start work there until he notifies me. Now what should I do? Can I take back my two week notice and hopefully keep my position, or am I out with no job? What are my options? <Q> Talk to your boss immediately and begin job searching now <S> You have just learned a very important, and unflattering fact about your new company. <S> Namely, they don't want to hire you right now. <S> I know you're excited about the new position, but take a long hard look at your new company. <S> This is probably a place you DO NOT want to work. <S> The rest of this post assumes you will not start working there. <S> First, talk to your boss, and try to save your current job <S> say something like. <S> I know I turned in my resignation, but my new company just told me they can't hire me right now. <S> Would it be possible to rescind <S> /cancel my resignation? <S> I have no intention of working for [new company]. <S> Be apologetic, realize that your boss may decide that you'll be out the door soon anyway, and not allow you to "un-resign". <S> Remember, they may have already reached out to another person to replace you. <S> It's probably worth specifically mentioning <S> you don't want to work for New Company anymore. <S> Continue job searching <S> You've just announced to your current company you're heading for the door. <S> They may look to lay you off or fire you in the near future. <S> Unless you know this isn't true, keep job searching <S> (be really sure about this). <S> They will likely find new ways to not pay you. <A> Talk to your boss about it. <S> Tell him that your start date has been delayed by an as of yet undisclosed amount of time, and ask whether you can stick around for another week or two. <S> Whether they agree or not depends on a lot of variables, but you stand to lose nothing by simply asking. <S> If they don't offer you any information I would suggest you start applying to other jobs, or talk to your not-quite-former employer about keeping your current job. <A> It depends on your relationship with your former (current?) <S> employer specifically your direct boss and it sound from your question that you didn't burned bridges already - which plays in your advantage. <S> They may put in the corner as you're in a "weak" position, but do not reveal too much information on why you want to withdraw your notice. <S> It'a <S> a bit too late of an advice but for next time never hand-out your notice letter without having a solid formal written promise of hire with effective start date in the new company; doing so protects your behind from these kind of situations. <S> Also, start searching for open positions elsewhere NOW. <A> I personally feel that retracting your resignation is not the best way to handle this. <S> For starters, it's too awkward and could put your manager in a position to let you go anyway which is even worse. <S> Now you have embarrassed yourself and got let go. <S> I will assume that: You didn't burn bridges <S> You didn't turn down any counter offer or any negotiations from your current employer to stay <S> You can financially survive for a while without a job <S> What I suggest is: <S> Do not work in that new place even if they confirm the position to you. <S> Unless a very good reason is provided for why it was put on hold after they gave you the offer. <S> Which is very unlikely. <S> Companies like that tend to have bad/mediocre management and would hurt you on the long run <S> Start applying for jobs <S> Leave your current job at the date you provided them and give them a hint that you liked it here and would return if things don't work out. <S> Again, this assumes you didn't burn bridges already. <S> Give yourself 2 weeks after your last day and if things are not working out in the job hunting, start emailing HR or your manager about wanting to get your job back. <S> You don't have to provide details. <S> Just go with " <S> it didn't work out for me" and "I liked it here better" <S> I've seen this work many times. <S> Someone finds a better offer somewhere else, goes there, doesn't like it then returns back with a match for the salary increase. <S> I'd not aim for that though. <S> Just focus on getting your job back. <S> In most cases, they wouldn't have even started interviewing for a replacement yet. <A> It is a pretty bad sign to withdraw an already accepted offer. <S> You need to talk with new boss and ask him for a definite deadline on when you should join. <S> You can try to withdraw, if you are not happy with terms specified by new employer. <S> The current employer may or may not accept that. <S> But if the new job comes through meanwhile and you wish to continue, it will look really bad on you. <S> You have to act quick here, before both jobs closes on you.
| In the mean time I would contact your new employers and tell them that this situation puts you in a difficult position, and ask for an estimate of when they'll be ready to take you on (at least a high level one). If you're without a paycheck, then go work for New Company as a stop-gap, but don't stay long term.
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Spying on potential employer's LinkedIn I know LinkedIn notifies the user when someone visits their profile. I have an interview scheduled in a week with 4 different people from a company. I would like to see what is on their LinkedIn and see if I can learn more about these 4 people before my interview so I go in prepared. Is that wrong/creepy to learn about my interview panel through LinkedIn, given they would know I viewed their profile? Or would they consider it as a good practice to try and learn my interviewer so I know what to ask to them in specific? If it is acceptable to look at their LinkedIn profiles, is it also acceptable to ask them questions that I couldn't have asked unless I was on their LinkedIn profile? As in, could I mention "Oh I saw on your LinkedIn profile that you...."? Post-Interview Update: I had my interview and it went very well. I did not mention to 3 of the 4 people on the panel about the LinkedIn "research" I'd done about them, but I did ask them questions that arose from my research of their LinkedIn profiles, yet not obvious that I couldn't have thought of the questions otherwise. I did mention to one of the interviewers, as they were talking about something I noticed on their LinkedIn, that I noticed that on your LinkedIn and found that to be very interesting. Could you elaborate on that a bit because I am very curious about it. They were pretty surprised by that and mentioned: Oh looks like you did your homework, I like that [with a smile]. So definitely good advice I've received here. Post-Interview Update 2: I got the job! Solid advice here, thank you! <Q> The whole point of LinkedIn is to allow users to share business, and in some cases personal, information about themselves. <S> The converse is also true; allowing you to view business and professional information of a potential employer, customer, business partner or other business relationship. <S> Honestly, as an employer, I'd be disappointed and surprised if you didn't look at available information about my company and employees on LinkedIn. <A> If I were one of the interviewers, I would view it as good research and a positive indicator about your interest in the job. <S> The fact that you went to the same university or have a shared previous employer doesn't apply to your qualifications for this job. <S> If they pick that up from your resume and bring it up, then by all means engage that discussion. <S> You don't want it to look like you're using that other information to get around your qualifications. <A> You can make your visits invisible to people whose profiles you visit. <S> But I have actually visited profiles of my would-be-bosses and coworkers without making my visits invisible. <S> Many of my interviewers also visited my profile. <S> I don't think this is a problem. <S> Mentioning what you found on their profiles is too much though. <S> It has a stalker vibe to it. <S> I wouldn't do it. <S> Instead, you should be smart about it and use this info to prepare for your interview without referring to the data directly. <A> You're trying to better understand the company structure, projects, and day-to-day tasks. <S> This information is valuable for you in order to make an informed decision on whether to take the job or not, should you get an offer. <S> We look at LinkedIn profiles for our candidates in order to give us more detail that your resume does not have, which can help us with the interview process. <S> You are doing essentially the same thing when you look at the profiles of employees. <S> If it is acceptable to look at their LinkedIn profiles, is it also acceptable to ask them questions that I couldn't have asked unless I was on their LinkedIn profile? <S> As in, could I mention " <S> Oh I saw on your LinkedIn profile that you...."? <S> Yes, but keep the scope about the company, not about any specific person. <S> Phrase your questions as: <S> I saw on LinkedIn that your company is developing a mobile app. <S> not: <S> I saw on your LinkedIn profile that you're working on the company's mobile app. <A> What they put on their Linkedin is the version they want you to see. <S> More interesting "spying" would be figuring out what they are like when someone else portrays them rather than when they are allowed to portray themselves. <A> When you are searching for a job you better use any available information about the company, its employees and especially your interviewers. <S> Preparation is the key to success <S> but it's important to do it the right way. <S> Creeping on their profiles every single day might not be a good strategy but looking at their profiles once is perfectly fine. <S> What I really like about sites like LinkedIn is the section where the skills are listed. <S> Other members can confirm these skills. <S> If I look up the interviewers and I see a lot of skills which are confirmed I can draw some conclusions about the companys commitment to further educate their employees. <S> Asking in this direction in an interview is a great way to show interest. <S> The skills and interests of the interviewers might be an indiction what they will ask you about. <S> Stay away from personal questions like 'Why did you leave company xyz...', that would be a weird question, but it's legitimate to ask what motivated them to work for the current company.
| I would however stay away from asking any questions about info you found out on LinkedIn that is not directly relevant to the job you are interviewing for unless they volunteer the information.
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Taking a coding test with another potential candidate at the same time I went for a Software Engineering interview earlier which in my opinion was unique in a bad way(s) , but in this post I want to highlight only one thing that I observed. Before going to the interview they shared with me the Agenda through email, which was : Technical Face 2 Face interview, 45 to 60 minutes. Coding challenge using my own computer. 45 minutes. Meeting with Product owner. 45 minutes. Upon my arrival, they told me that they are in the mid of interviewing another candidate for the same position, and they just finished with him on the first part, and because of that they conduct my 2nd part at the same time with him. So, They put me in the same room with the other candidate and asked both of us to solve a programming challenge separately using our computer. I didn't like how they treated us. It made me feel inferior by interviewing me and another person (both of us are so called Senior)for the same position at the same time. Am I being biased about it? or this is a common practice which I haven't seen before? <Q> It's called the "group interview", and while not as popular as it once was, it's not uncommon. <S> That said, I don't like it, and I wouldn't want to work for a company that pulled that nonsense. <S> Remember, the interview is where you see the company at it's best. <S> Things only get worse from there. <A> Am I being biased about it? <S> If for #2 they put you both in the same room to solve a problem at the same time, I don't see why this would bother you. <S> Since you aren't interacting with anyone, I think #2 would be the same experience whether the other person was there or not - am I missing something? <S> I would find it offensive if they shoved me in with the other candidate on the tech interview (#1) or the product manager interview (#3). <S> Maybe be they were just multitasking. <S> Maybe they had planned for you to do the tech interview at that time but the reviewer had a production issue or something. <S> I don't think what you describe (same room for #2) would offend me. <S> is this a common practice which I haven't seen before? <S> "Common" in the sense that interviews are often done differently than they were planned, yes. <S> If I have missed something and you were with the other candidate during #1 or #2, then no I would not say that is common... especially for a senior position. <A> I didn't like how they treated us. <S> To me <S> that sounds you think yourself to being special. <S> Do you really think they'll interview only one person? <S> They may interview dozens -- and they're not going to take weeks by doing this in sequence. <S> And perhaps, they want to hire more than one person. <S> At my current employer, we often have a whole row of meeting rows occupied at the same time, with all candidates interviewing for a developer position. <S> (We hire more than a 100 a year).
| It made me feel inferior by interviewing me and another person (both of us are so called Senior)for the same position at the same time. We don't put candidates together in a room and have them solve coding tests though: you first have to pass the coding tests before being invited for the in-house interviews.
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Soliciting donation/pledges from coworkers using work email? I'm participating in a "Polar Bear Plunge", which is a yearly fundraiser for the Cancer Society where teams and individuals raise money in order to jump into a frozen body of water. I have been soliciting pledges from coworkers who work physically close to me, however there are several who work remotely, or that I haven't crossed paths with during the work day. As the event is coming up soon, and I'm only halfway to the minimum amount raised required to jump, I'd like to engage these coworkers as well. Is it ok to send these coworkers a request using the company email, in a targeted, individual fashion (rather than, say, blasting out on a distribution list or other mass-emailing)? I should add that I'm interested in using email rather than phone as I've got a bit of social anxiety around using the phone. (needless to say, requesting pledges at all has been a rather difficult venture) <Q> While you are fundraising for a great cause that many people can relate to this can be a tricky situation. <S> Here are a couple of things I would consider if I were in your situation. <S> HR <S> Is it ok to send these coworkers a request using the company email? <S> Some companies have a policy in place regarding selling products and soliciting fundraiser pledges. <S> My first stop would be to the HR department, or a simple e-mail to the HR admin or whoever seems to be in charge of writing and upholding policies, in my company we don't have an HR department <S> so I know that the Admin Assistant at the front desk usually handles these sorts of questions. <S> Many companies will review requests on a case-by-case basis and this is the first step. <S> Having done this you may find that you are allowed to do an e-mail blast to the whole company, which could get you more money pledged. <S> Face to face <S> I'd like to engage these coworkers as well <S> It seems that you have only a few people in mind to ask, would it be possible to create run-ins with the ones that work in your building? <S> I might go to their cubical or office to have a short social chat with them during the day. <S> I would also prefer to do this in person then on the phone, phone conversation can be really nerve wracking, and you seem to be able to have held similar conversation with other coworkers, based how I interpreted on your question. <S> Overall <S> It seems that if you get a positive response from your HR department, you could also post a little notice in the lunch room or other common areas like elevator waiting area, front hall, or doorways to promote yourself and your cause. <S> Seriously, everyone has had some contact with cancer in their lives, this is a worthy cause that touches everyones heart and you should have no problem in getting pledges if your company will allow you to solicit them. <S> Good luck! <A> Is it ok to send these coworkers a request using the company email <S> The cause is great, but it only takes one person complaining to cause you some grief. <A> Using YOUR company email account or THEIRS ? <S> You should send it from your private account the very least, ideally from private to private account. <S> Otherwise, you'd better ask your company if they would allow it. <S> You could also ask if the company might be interested in participating / donating in some form.
| Your idea of targeting a few people may get more targeted pledges as people can see that you are passionate about the cause and want to help out a friend/coworker out. Without express permission or a culture within the company of doing this sort of thing via company email it's a bad idea.
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How to communicate effectively with a CTO (Lead Engineer) who is often absent? Situation I'm a PM (Product Manager) currently working in a small startup (15 people) where we have about three developers, one of whom is the CTO (call him Bob). Bob drives the technical aspect of the product (not very surprising) and contributes a lot of code and created the initial product themselves. Bob likes to work out of the office typically and maybe comes into the office for a couple of hours each day. Furthermore, there are some days when he is completely absent. We try to communicate through Slack or WhatsApp and I try to gain some understanding what is being worked on so I can understand any roadblocks and what should be next. The problem is that, more often than not, he will make product decisions and prioritize product features / timelines without telling anyone. Often times, I learn about something new either when I inquire about a surrounding issue or when I see it in the product myself. We are in the process of building a roadmap so there is some cohesiveness but he is slightly averse to it. Question How can I communicate effectively with the CTO and get a better understanding of the decisions they are making and the path they are taking? Thank you! <Q> Bob likes to work out of the office typically and maybe comes into the office for a couple of hours each day. <S> Ignoring the odd day where he's absent, this gives you a couple of hours window each day to grab him and keep up-to-date with any changes he's made. <S> Make the most of that! <S> It doesn't need to be a long chat, just a case of "Hi Bob! <S> Just wanted to check you're still working on x , or have there been any other priority shifts / new features that have come up? <S> Any other updates at all, or anything that'd be helpful to have the other guys take on?" <S> That might prompt a response saying "same as yesterday", or if things change frequently, you might get a " <S> Ah yeah, <S> I'm now working on y feature because Mark requested it so that's bumped up in priority. <S> If you could get Alice to work on z , that'd be really helpful. <S> " <S> Either way, it should keep you up-to-date and in the loop. <A> Tricky situation. <S> In the hierarchy he is your superior as CTO. <S> On a functional levle he is your subordinate as engineer. <S> You need to manage him, where it concerns your product, but you can´t play on any authority over him. <S> So you need his buy in, to support you in your role. <S> This is called "Managing up" and there are a lot of books and articles for you to read up further. <S> The main points are to: <S> Make it easy for him, offer a benefit. <S> If he knows things run smoother when he keeps you in the loop, he will do it. <S> Ask him for support. <S> As you have no leverage to command him, you have to ask him to help you out with the collaboration you need. <S> Stay constructive. <S> Sometimes you will have a disagreement. <S> If you can´t get your way sometimes it´s better to take what you get and do with it what you can. <S> Better to state that you would prefer a different approach, but accept his decision. <S> Open communication. <S> Try to get at least a small informal face-to-face talk of 5 minutes with him. <S> Links: About Managing Up - Online Article Tips for Managing Up - Online Article <A> How can I communicate effectively with the CTO and get a better understanding of the decisions they are making and the path they are taking? <S> The meetings could be weekly, daily, or whatever frequency is appropriate. <S> And the could be in-person or over the phone. <S> Provide an agenda to make the best use of your time and his. <S> Keep notes, and distribute them or publish them to the project website. <S> This may also help with building the roadmap.
| If he is creating problems for you, let him know how he could support your better. Don´t create a big fuss and risk loosing his trust. If you have information relevant to him, pass it on. Schedule periodic meetings with the specific goal of going over the decisions regarding the technical aspects of the project.
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My team mate is talking trash about me behind my back with my manager I am leading a team of 5 and there is 1 manager who is above/supervising us. One of my team-mates I get along well with; she behaves well and I discuss personal stuff and share jokes with her. However she talks trash about me behind my back with my manager. E.g. "I don't want to work with him", "he doesn't discuss", "he doesn't help" etc. I want to know why she is doing that. If I ask her directly I would lose trust of the manager who informed me about it, and he would never disclose such matters. Manager wants me to fix all negativity within the team ASAP. Question : How can I approach this issue with my colleague? <Q> "I don't want to work with him" Without knowing why, you can't address <S> / fix this. <S> "he doesn't discuss" <S> If this is true, you should involve your team more and let them see you listen and engage with them and what they bring to the table. <S> Have debates or discussions about procedures or things that are flexible and within the teams scope to establish or adjust. <S> Make decisions once you heard different suggestions. <S> Stick with that and be ready to explain (if appropriate) <S> why this is the way to go in case of resistance. <S> "he doesn't help" Make sure your team knows your door is open for any issue and that you gladly help if you can. <S> Don't pamper them or treat them like children but be willing to help where they're stuck or struggle. <S> EDIT: <S> I missed the examples of her complaint,so I changed my answer. <S> Please find the original below. <S> You need to know what her complaint was to your manager <S> (ask him if he didn't say). <S> You need to find a way to address her issues with you in a way that she doesn't suspect you know of her complaint. <S> If it was just trash talk <S> it's more difficult because now you have to inconspicuously fish for her reason in conversations with her. <S> You need to "play nice", be professional and respectful and observe her behaviour towards you closely. <S> This could be a good topic for the sister site interpersonal skills. <S> https://interpersonal.stackexchange.com <S> OR <S> Then , you can flat out confront her(in a calm, respectful demeanor) and simply inquire why she did that <S> , what her grievance is with you and what you can do to mitigate(!). <S> You could (should) send her an email(paper trail) afterwards outlining what you discussed, especially if there are things that each of you could or agreed to do in order to remedy the situation. <S> This would give you leverage <S> should she continue or your manager start to believe her / getting fed up with your "incapability" to fix her behaviour. <A> Get your manager to put it in writing. <S> This is a red flag: <S> Manager want me to fix all negativity within the team asap <S> It's your manager's job to do this. <S> If you are the source of the negativity then they should take it up with you. <S> Ditto for each team member. <S> A manager should not be telling team members to fix a problem the manager should fix. <S> Document. <S> Document. <S> Document. <S> Get all incidents down, date and time and what happened. <S> Witnesses. <S> Locations. <S> Write down what you know. <S> Watch for people trying to wind you up or get a reaction. <S> If someone says something that has two potential meanings, ask them what they meant by what they said. <S> There may come a day when this negative person says that it's not that bad <S> , nothing really happened, it's been made bigger than it is. <S> For this day, know what it is and <S> what is was. <S> Have the conversation with your manager now. <S> But only if this is not a personal friend of the manager. <S> If that is the case then caution is advised as the manager may well take their side regardless. <S> Don't accuse them of antisocial, aggressive, passive aggressive or similar behaviors. <S> Log the evidence. <S> Capture how you feel and how it affects you. <S> Have the evidence ready for if management ever decide to take action. <S> Try to deal with it yourself, directly, if possible. <S> Preferably in front of others where it looks like you are helping. <S> " <S> Hey, just asking if you're okay, wondering if you have any issues or problems you would like to talk about. <S> We're a team. <S> We're all here to help each other.". <S> If it gets too bad, and is legal, record you asking that and their response. <S> I had this kind of problem person for years. <S> If let get too bad it can be horribly draining. <A> Your concern seems to be you're violating confidentiality with your manager by approaching this person with the issues he raised. <S> You said you would lose his confidence. <S> Is that really true? <S> I suggest you ask your manager these questions: <S> Do I have your permission to talk to this person about what you told me? <S> What suggestions can you give me about how to approach this person? <S> If you get permission to talk about the issues, you won't violate confidentiality. <S> And, of course if you don't get permission it will be harder to "fix all negativity."
| Say that you are concerned about how this person is acting and that as a team member you feel that they may need support. You could attempt to find a way to "catch her" while she trashes you again or potentially ask your manager to let you know when she did it again and you "could have overheard".
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Company forcing employee to take courses outside working hours. What to do? My friend Jim is a full-time employee at Company X. Recently, he was handed a document by the company, stating that he has to complete a number of online courses each year, in order to get the expected yearly raise. Plus, he has to pay for the courses himself , and work on them outside working hours . He has the option not to sign the document, with the consequence being a 60% reduced yearly raise. The document was handed to all the entry level employees, not just Jim What can Jim do about this nonsense? Is this even legal in Germany? <Q> What can Jim do about this nonsense? <S> I wouldn't even say it's nonsense. <S> If the proposal is that much of an issue, don't sign the document. <S> Get less pay rise. <S> Simple choice <S> The option is basically take the courses and get a yearly raise or don't take the courses and get 40% of the yearly raise. <S> Up to Jim really, if he wants to invest in himself potentially learn something and get a yearly raise then this would be beneficial in most peoples point of views anyway. <S> is this legal Since the company is basically providing an offer: Get this skillset/knowledge and receive this offer of extra income. <S> Yes. <S> It is only illegal if not doing this training <S> affects your position at your company. <S> If this is the case then they must pay for your hours that you spend doing the training <S> but they can still make you pay for the training. <S> However since this is optional, it is not. <S> For example if you apply for a job and you have a skill they require, that skill is often part of the reason the salary is what it is. <S> If you have a certain level in this skill then your salary is increased. <S> What the company is offering is get the training and get paid for the training you undertook. <S> They basically want their staff to be constantly improving on their own, and you'll constantly get a yearly raise. <A> I can't speak to the legality of it, but what Jim can do is consider the economics and answer this question: " <S> Am I being fairly compensated for what they're asking me to do?" <S> To keep the math easy, let's say Jim's current salary is €100,000 and the proposed full raise is €10,000. <S> No matter what happens, he gets at least a €4,000 raise. <S> The expenses for taking this training will likely come in post-tax money, so let's figure taxes on the additional €6,000 he'd get for taking this training at 33%, leaving €4,000 to cover the costs: Tuition for the training <S> Transportation, if the training is not held at the office <S> The value of the time spent outside work hours. <S> For something like this, I'd value it at least the same as the hourly rate because it is, effectively, work. <S> If course material is nonsense, add a penalty for the aggravation of having to sit through it. <S> Other expenses, such as meals that would have to be eaten out instead of at home and any supplies required for the training (paper, pens, software). <S> Once this is figured, whether this puts Jim financially ahead or behind determines whether or not he's being fairly compensated. <S> Ahead is obviously good, and how far ahead he is in total should be used to decide whether or not the raise was good enough to merit staying around. <S> Coming out behind behind is effectively a cut in pay because Jim will have expended more for the same or less income. <A> Any junior in any industry working for any company should / need to expand his starting knowledge and skill-set as a rule, unless he wants to stay at the same junior level forever Education only gives you initial set of skills to GET the job. <S> From your explanation, employer company have intensives for the annual amount of knowledge gain. <S> IMHO, within a few years he will be able to secure better / higher position for much more pay with additional knowledge he gains. <S> Whether it is in that company or another one. <A> .. <S> stating that he has to complete a number of online courses each year... <S> He has the option not to sign the document, the consequence being a 60% reduced yearly raise. <S> I am not a lawyer (IANAL) <S> but I wouldn't think that this is illegal since they've given him a choice. <S> Sign the document, take the training, and get a raise that's 250% better 1 <S> Don't bother with a cost analysis of the situation... especially for an entry level employee. <S> Refusing to sign will make Jim look bad . <S> 1 <S> That's the math: 1 Euro is 250% more than 0.40 Euro (which is what's left after a 60% reduction)
| Tell Jim to learn the skills, take the raise and become a better professional.
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How do I tactfully thank my manager for being so flexible? On Monday I had to take some emergency personal time after finding out that my mom was hospitalized for a mental health breakdown. I didn't give the details to my manager, only that she was hospitalized. She lives somewhat far away from me so for the past 2 days I've been staying at her place and working from home there. I work in software so it isn't abnormal for someone to work from home, and our workplace is really flexible with scheduling. My manager is also a really nice understanding guy. We have a couple deadlines coming up, but nothing is critical at the moment. I have a meeting (unrelated) with my manager when I get back and if it isn't weird I wanted to thank him for being so flexible. I'm a little worried to go into detail about the situation since I think it would be inappropriate/uncomfortable to mention. Would it be acceptable to thank him? If so, any advice on what to say would be really appreciated <Q> First of all sorry about your Mother, hopefully she recovers well! <S> I'm a little worried to go into detail about the situation <S> Then don't... <S> You don't have to tell your manager everything if you don't feel comfortable in doing so. <S> Would it be acceptable to thank him? <S> Absolutely. <S> Just talk to him and say that everything is now sorted. <S> I want to thank you for being so flexible the other day. <S> I'm grateful for what you allowed me to work from home during this time on such short notice. <A> I would not expect your manager to find a simple and generic thank-you to be uncomfortable, and I would also not expect them to feel strange about not getting details. <S> Something simple, like, <S> Hey, thanks for being flexible with my schedule recently <A> Not only is it acceptable, but it is recommended that you do so. <S> Even managers like chocolate chip cookies and being recognized for a kindness. <S> Express your gratitude, it is so rarely done that it will be appreciated. <S> You don't have to make a big deal of it, <S> just next time you see your manager, just say <S> Hey, thank you so much for letting me work from home, it really helped, letting me be close to my mom, I appreciated it. <S> Then, buy him a cup of coffee, if you think it appropriate. <S> The important thing is to always acknowledge a kindness done to you, both in the workplace, and outside of it.
| It's always acceptable to thank someone in the workplace for something they did that you appreciated, or which helped you.
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Should I mention that I am underqualified in my cover letter? I am an entry-level programmer (just graduated university 2 years ago) living in a smaller city, so the job market is a bit dry and their aren't a lot of opportunities for people just starting out. I am applying to a job where I don't meet some of the job requirements posted on the company's website, mainly that they are looking for someone with several years' experience in their particular field. I understand that I may not get the job but I want to apply anyway because I like the company and I am hoping I can prove my worth to them enough that they can give me a chance. Problem is, I feel like the interview is the best place for me to make a case for myself. What can I say when I submit my resume and cover letter that shows that I am willing to work hard to make up for my deficit in experience, enough to at least get a foot in the door? Should I mention that I know I don't fill the requirements? Would not mentioning it be disingenuous? <Q> Should I mention that I don't fill the requirements? <S> You don't. <S> The recruiters aren't blind <S> they'll figure that out as soon as they read your CV. <S> Just make sure your CV fully covers your ability and willingness to improve and that your cover letter makes it show you really want to work at the company you're applying for. <S> Don't mention any weaknesses. <S> They'll find them, but it means you don't show that you had that hesitation in your mind when applying. <A> It is usually a bad idea to mention that you don't fill the requirements explicitly. <S> HR read your resume and they already know. <S> What you can do however is stress which part of the requirements you do have in a sentence like this: <S> I am confident that I can bring my expertise on {skill-that-you-have} which will be valuable to the company and meanwhile expand my skillset towards {skill-that-you-don't-have-yet} <A> Should I mention that I am underqualified in my cover letter? <S> No. <S> You apply for the jobs with your resume and a cover letter that emphasizes your strengths, not one that points out your weaknesses.
| CV and cover letter is a way to show your strengths and what you can provide the company whilst also saying why you want to work for the prospective employer.
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How to handle a colleague that can't handle stress and makes poor decisions but can work hard About 6 months ago we hired a developer that came straight from university. He's smart, works hard and seems to create quality code. The first couple of months I acted as a buffer between management and him, he still had to learn a lot of business related logic, frameworks we use,... I went easy on him, and I clearly communicated that the workload would ramp up once he knew the business and the required technologies. We work on a financial automation tool for a fast-paced large business that has to reduce a team of 18 bookkeepers to 2 or 3 people Now, the moment has come, the workload ramped up, I took some distance to see how he performs under tight deadlines, a lot of work and meetings with the management. After about two weeks I saw him change, not positively, he still works hard, but I see mistakes happening all the time. Deadlines he set for himself are not met and the overall quality of his code suffers. He seems stressed out, can't think clearly and seems to forget a lot of things. A part of this is that he often stays late in the office, starting early and only going home after 10 p.m. multiple times a week. We all know how counterproductive this can be, working long days often produces less quality in work than taking your time and spreading your work over multiple days. Yesterday we had a meeting about a new feature that was needed ASAP. He will be working on this feature, so I wanted him at that meeting. I clearly communicated to not overrule me in time estimations or decisions I make during this meeting, as I know what the management expects and how to approach them. When the estimation of development time of the MVP came up I made clear that it was not easy and we will need some time to research before I could make a definitive estimation. He overruled this by telling the management that it could be done in 2 days with all the bells and whistles. I was furious, with his statement he not only undermined my authority and gave the management wrong information that set wrong expectations and could harm the product, but he also choked the whole team by setting a deadline that is way to short. (FYI: Harming the product can cost thousands of dollars in lost revenue, corrupt invoices, TAX issues,... in a matter of hours in case of little mistakes) After a phone call with the CEO explaining what was going on, I managed to extend this deadline. But I also was told I am responsible for my team and situations like this are not acceptable. How can I handle an employee that can work hard but cannot make proper decisions and time estimations, that seems stressed out by the workload and the fast-paced nature of the business we work in. I want him to work less, but be productive more. I can see him walk into a burnout in no time if things keep going as they are now. I have to admit that there are only a few I have worked with in the past that can keep up in this company. I've seen many come and go. The ones that do manage are all brilliant, smart, hard-working people. I do see potential in this developer, thus I really want to help him grow in this company. There is room for building a more than average career here and I want him to succeed. (He made clear he also wants this) <Q> Your CEO has already given you the answer. <S> You are team lead <S> , you set the deadlines and manage expectations. <S> It doesn't matter how good he is, it is not right or appropriate for a new starter to go above your head and say what he believes he can do and in what time frame. <S> He tells you what he thinks, you tell your superiors based on your knowledge and experience, and so on up the chain. <S> Even after you told him not to overrule you, he went and did it anyway. <S> That's insubordination, plain and simple. <S> You have to ask yourself how much you want someone like this on your team. <S> It's all very well now where you can keep an eye on him and, to a certain extent, control him but what happens in the future? <S> When you take vacation days, is he going to ignore what you've told the team and doing his own thing? <S> What if he becomes a team lead and starts promising things to senior management that, like this project, are simply undeliverable? <S> Your only option right now is to be as firm with him as you can. <S> If he can't follow those, you may need to look at following company procedure for PIP's and any disciplinary events you feel are appropriate. <A> He’s a junior developer, fresh from university, and there are things he hasn’t learned yet. <S> I have been in the state that he found himself in once . <S> Too much pressure <S> , I stressed out, worked long hours, and achieved a lot less than I would normally have done in eight hours a day. <S> I figured it out myself, and since then I let nothing stress me out. <S> If there is pressure, I don’t stress but focus, but if a deadline is missed, that’s my bosses problem. <S> He doesn’t know this yet. <S> You know it won’t. <S> Then at the morning after the deadline you have a talk with the young developer. <S> Ask him how long the feature will take. <S> When he gives an answer (likely “two days”), you ask him again. <S> But you ask “this time not what you think I want to hear, but how long it will take”. <S> If you don’t agree with the answer, you ask again until he gives an answer that is realistic. <S> That’s the first important lesson learned. <S> Then you ask how many hours he worked in the last two days. <S> And how much he achieved in that time. <S> And why he achieved that little. <S> At that point he should figure out that by working long hours and rushing he achieves less than he would have achieved with eight hours of stressless and focussed work. <S> And ask him how he feels about it. <S> Because I’m sure he isn’t happy about the whole situation. <S> And that’s the second important lesson. <S> That nothing good will happen if you try to hard. <S> That you need to stay relaxed at work and don’t let pressure get to you. <A> I really want to help him grow in this company... <S> I want him to succeed. <S> (He made clear he also wants this) <S> Write this up officially, sit him down, explain it to him as you explained it to us. <S> Include the fact that the CEO "told [me that] I am responsible for my team and situations like this are not acceptable". <S> Point out again that you told him before the meeting that he should "not overrule me in time estimations or decisions I make during this meeting". <S> Explain that he damaged his reputation and yours with his disobedience. <S> Follow HR guidelines <S> Make sure that the statement has a method he can dispute any of the facts in writing and tell him that will be appended to the warning for the record. <S> you know he is under a lot of stress, and you see potential for him to become a great employee. <S> Heed the verbal warning <S> your CEO gave you - <S> It is your job on the line, not his. <S> You obviously have a lot of compassion and understanding for the guy, so I won't lecture you on that. <S> Follow up to the CEO saying you've put him on notice with a written warning that you talked through with him in person. <S> Also tell the CEO that he won't be in meetings with customers for at least a year.
| : Give him the written summary of what you said and have him sign to acknowledge it. Explain that the only things keeping you from firing him is that fact that he is new, it is his first job, Send him home if you have to, make sure he has no interaction with senior management unless you authorise it, or it is 100% essential. Talk to the people who wanted to know the estimate and tell them the feature won’t be there in two days.
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How much to charge to save a company millions? Long story short. I've been asked to return to a company I last worked for 6 months ago to fix a system that I know like the back of my hand (I designed, built and supported it for several years) I'm an IT contractor (currently in the middle of a full-time contract elsewhere). The HR department of my old company has contacted me and offered an extremely good contract for me to return (ten times what they used to pay me, and twice what I'm currently on). I've rung around some of my old colleagues and got the full story, the system has completely failed and the company is currently losing millions a day (it's a major multinational company). Not only has it failed, but even when it gets fixed the company is unlikely to be able to retrospectively bill for the provided service. I've also learnt that the company has currently flown in a full team of 'experts' costing 120k per day. So, what should I do? I'm happy to help my old company but extremely reluctant to breach my current contract. I'm also somewhat miffed that the contract I've been offered (although extremely generous) is massively below the daily rate of the 'experts'. I'm also pretty confident that I can fix the problem very quickly. Would it be ethical to offer a 'no-fix, no-fee' deal? I'm pretty sure I know what the problems is, I'm also pretty sure that the 'experts' won't be able to fix it and I could probably get it sorted with a weekends work. If I offer to come in this weekend (day after tomorrow) they'll already have spend nearly a million on consultants (on top of the 10 million plus they've lost in revenue). Would it be un-reasonable for me to charge as much money as they're loosing every day? Even if it's for just days work? I guess the question really boils down to should I charge for what my time is worth, or should I charge for the money I'll save them? Ok – important update here….. The reason I’m so confident that I know what the problem is that I know the company did something that I told them not to do! Before I left some important changes were proposed to the system, I wrote a very technical rebuttal to them that was followed by a meeting during which I lost my temper and said some unprofessional things. A soon as I calmed down I realised I’d overstep the mark, I wrote an apology to the person I’d lost my temper with (I called him a moron – not realising he was a director) and then handed in my resignation, basically I resigned before I could be fired, and I left the company that same day. The description of the failure matches what I predicted in my analysis of the proposals, the company should still have the document, but it does involve high level maths and detailed knowledge of the systems involved so it’s possible they don’t have anyone who understands the issues. Although I’m confident that I’ve done nothing wrong, I’m beginning to think that I should actually just stay well clear and let the company stew Sorry if I’m not providing full disclosure, it’s a well-known company and I’m doing my best not say anything that could allow their identity to be guessed. <Q> If you're confident you can do it in a weekend, go for a flat rate. <S> Don't take what they offered you, don't go for hourly, just ask for a big lump sum. <S> How much is up to you, in my case I'd ask for a flat 5000 to get things working to a well defined point, rather than trying to calculate how much I saved or how much they were paying others. <S> But if you want to be greedy and think you can then ask for anything. <S> My reason for 5k is that it's a nice lump sum I can do stuff with, without coming across as being greedy. <S> Because as a consultant kicking clients when they're down is not great for your rep. <S> But these guys obviously have money. <S> For a struggling client I'd do it for much less or in extreme cases like the tsunami we had here, gratis. <A> The most important part of you negotiating this deal is that you do not say that you think you can fix it easily or you know what the problem is. <S> As you stated "I designed, built and supported it for several years" - It shows that you know the system <S> well <S> but if you know the problem without seeing it then it shows that you thought there may have been a weakness or a potential issue that you did not deal with. <S> As someone mentioned in the comments, this makes it look like you planned for this to happen. <S> As for the negotiating - You have two choices, take a lump sum or take a rate. <S> If you're absolutely certain you can fix it within a weekend <S> then I'd say take a lump sum as you won't get as much money out of a rate. <S> However if you think it could take more than just a weekend and you can get more out of taking a rate then that's your choice. <S> Ensure as you can only do it on weekends that you make it clear that you must do it during weekends <S> otherwise you'd be breaking your contract that you are currently tied up with and that you do not want to do this. <A> My mother always told me "if you don't ask, you don't get". <S> Counter-offering is not a problem. <S> Contact them state that you can do some out of hours work if that is possible, if not you can do this during the weekend <S> and you feel confident that you will be able to get it fixed this weekend. <S> Ask them to match the rates to the "experts" if you manage to solve the issue as between the notice you would need to give your current employer and having to go back it would be an issue for both you and them. <S> What does this achieve: <S> you offer an immediate help (out of hours help, if it is an easy fix as you say you can do 2h a night after you finish work and get it fixed in a couple of days); you open the door to become their go-to expert but not be in their books; <S> you can take the opportunity that you had this offer to try and get a raise at your current job; <S> worst case scenario you get <S> a "no thank you" and you carry on working as you are... <S> edit: <S> look a the company stock market value, if it has been dropping you can justify your knowledge of them using experts to fix it and how much it is costing them to get the problem fixed. <S> That way you're not admitting to have received possibly damning information from someone who shouldn't have shared it with you and you are presuming this upon public data. <A> The first question is "why has it failed?" <S> Specifically, you built the system, you maintained it, and now it's costing the company millions per day. <S> You think you know what's causing it <S> (you could be wrong). <S> If you're right, was it the result of a mistake on your part? <S> I'd say, much like the others here, that "tell them you'll do it on the weekends, start immediately" is the right answer regardless if you can manage to work under those conditions. <S> Don't break your contract with your current workplace, but consider taking leave if that's an option. <S> The difference is in how much you charge. <S> You made a mistake, and it's horking them over. <S> This is not a time to be either cashing in or drawing more attention to yourself than you need to. <S> Playing by the script will get you out of the situation with minimal liability issues. <S> If you're pretty sure that it can't be reasonably traced back to you, then don't quote a price. <S> Just get them on the line, tell them that you're willing to do it lump sum, note that they're currently spending $120K/day on experts that don't work, and ask how much they think is fair based on that. <S> That'll set the baseline to a more profitable place for you, while still not pushign as hard as you could be (because you're not mentioning the "losing millions a day" part). <S> Regardless, I'd say to poke them a bit on why they didn't contact you before. <S> If you are in any way responsible, it covers you better ("You wouldn't have lost nearly so much if you'd only called me earlier") and regardless it helps set you up in their mind as the go-to guy for any issues that happen in the system later <S> (ongoing sources of work are good things).
| If you feel that you might be in some meaningful way culpable for the failure, then accept the offer that they're making.
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Does repeating name in email address look unprofessional? I have set up my own domain and kicking off freelance service in my field, I have been considering my email address and I am not sure how to make it professional. Because the domain name contains my first and last name, I'm afraid it might seem unprofessional or redundant. How does email cookie@cookiemonster.com or me@cookiemonster.com or hello@cookiemonster.com read as an email address? In the first example it sounds like it's repeating my name because the domain is already my name but I am not sure. I want to make it sound professional and unambiguous. Edit: The question was closed due to duplicate, but in the duplicate that person is asking for email on Resume. I am specifically trying to determine which "name" to use with "@cookiemonster.com". Which of the following would you recommend or advise against? cookie@cookiemonster.com me@cookiemonster.com hello@cookiemonster.com resume@cookiemonster.com ? <Q> Because the domain name contains my first and last name, I'm afraid it might seem unprofessional or redundant. <S> I disagree. <S> michael@michaelberry.com <S> (not my domain!) <S> strongly hints that you're talking to me , and not some member of staff that I've also hired. <S> That comes across as a positive, a more personal touch. <S> You could go for something more generic, like <S> support@michaelberry.com <S> sure - but this is a negative IMHO. <S> It comes across as though you're firing it at a generic mailbox where it may or may not get picked up by anyone. <A> Many owners of companies have their own name as their email address. <S> As an example, the CEO of Amazon, Jeff Bezos, has his personal direct email address set to jeff@amazon.com (of course this email inbox is screened by his personal assistants and not every email gets to Jeff Bezos himself). <S> If you happen to be Jeff Bezos and your domain happens to be jeffbezos.com, then I don't particularly see anything wrong with your email address being jeff@jeffbezos.com. <S> If you aren't a fan of that structure, then I defer to Richard U's suggestion. <A> Since this is going to be for a business, you could go for one of these approaches. <S> proprietor@cookiemonster.com or <S> owner@cookiemonster.com or something like that. <S> It will instantly inform anyone that you own the company. <S> Per the comments: other options are: info@cookiemonster.com <S> admin@cookiemonster.com <S> information@cookiemonster.com <S> inquiries@cookiemonster.com <S> contact@cookiemonster.com <S> contactus@cookiemonster.com <S> support@cookiemonster.com <A> I'd do firstname@firstnamelastname.com, <S> but I think most people are too busy (like me) for it to matter a whole lot. <S> If you want to look like a big company, do first.last@company.com, or firstinitiallastname@company.com. <S> You'll also grow weary of typing a long email address a lot. <S> Mine is 12 characters with the @ and the .com. 3 letter first name @ 4 letter domain.com. <A> Your name is fine. <S> The only thing that looks really unprofessional is a 'cute' or jokey name. <S> Don't. <S> You'll regret it. <S> (If you insist on calling yourself cookiemonster at least spell it right!) <A> I have a domain that has my name in it as well. <S> What I like to do is customize the e-mail to the sender when working professionally. <S> So, for instance, if I'm giving a resume to somebody at AmazingTech , then my email for them will be AmazingTech@FirstLast.com . <S> When I don't customize it, then contact@FirstLast.com is one of my defaults. <S> The first technique has the added benefit that if a company has a data breach, and you start getting spam emails to it, you know where the spam is coming from, and you can easily shut it down without affecting any other incoming mail.
| It's not unprofessional at all to use your own name as your company email address. <Your first name>@<your company name>.com is fine, if you HAVE a company name.
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Is it normal for a company to require my credit card for relocation assistance? The company I am trying to work for uses Hogg Robinson Group for their travel management. They are requiring me to add my credit card in order to get a relocation allowance. Are these normal procedures? The company said they will reimburse me. <Q> This doesn't sound normal. <S> I'd ask for more information from the company or from Hogg Robinson Group as to what exactly they plan to do with your credit card information, and why they can't, for example, send you a cheque or direct deposit the money for you. <A> It sounds like what they intend to happen is that any relocation expenses are initially paid by you. <S> Then you put in an expenses claim to get the money refunded. <S> I haven't heard of it being done that way for relocation expenses, but it's quite normal to do travel that way. <A> There is reason for this. <S> If you've ever had a corporate credit card you will have seen in the small print that if the company doesn't pay the bill you are liable (had this happen to me leaving a multinational with expenses only approved, but not paid, and mysteriously they unapproved themselves). <S> Similarly, should HRG relocate you and you decide you don't really want the job <S> , the new company doesn't want to be on the end of the bill. <S> So HRG will charge you and as you say the new company will reimburse you. <S> It's not great, but it's not that unusual, but find out the schedule for repayment. <S> You may find there is some time set in your employment contract where you forfeit the expenses if you resign and they may not actually reimburse you until that passes. <A> I would recommend finding out why they want the card. <S> Given the circumstances and the preference 1 / 2 that you provided in your comment, I would guess they use the card to cover any additional expenses at accomodation, etc that you are using as part of the relocation (for example, they will cover the hotel room, but not pay-per-view).
| When you ask for a credit card number, usually you are asking for it with the intent of making charges to it; I've never heard of asking for a credit card number with the intention of paying it (well, not anyone who isn't trying to scam anyway).
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Would declining a job offer negatively affect my chances of applying there in the future? I'm graduating college, and beginning to apply to companies for work starting in the summer. I'm mostly looking at paid internship-type positions in order to gain more experience before a "more real" job. So, I'm applying to several places and seeing who will bite, so to speak. There's basically 2 companies I would really like to work for. From what I've read about them, Company 1 (C1) has a program that lasts for about a year, and it could get extended for another, but after that you're out. Company 2(C2) has a "residency" program where you spend two years with a mentor learning and doing work, and then you're sent on your way. I would love to work for both, but obviously can't do that at the same time. If I had to choose, C1 would be my first choice. Correct me if I'm wrong, but I'm applying to both of them since I'm not guaranteed a spot in either, and would rather have a job, then make the wrong guess. Obviously in the case where one offers me a job and the other doesn't, just take the job. In the case where both offer me a job, I would like to take the job at C1 (withdrawing from C2), and then in the future, after my time there, re-apply to C2 (unless there's a reason not to). Here's my question: In general, does turning down a job at C2 negatively affect my chances of applying there again a year or two after? <Q> In general no. <S> Just make sure you thank the hiring manager and express your desire to work for company C2 in the future when you turn down the offer. <S> I can imagine there will be exceptions, but with enough number of hiring managers at a company, I'm sure you can find one that takes it positively or at least neutral. <S> I would never consider taking the job from C2 just for the fear that turning it down might negatively affect my chances a few years later. <A> It shouldn't as long as you do it in a polite and professional way. <S> I'm blowing my own trumpet here, but the approach suggested here seemed to go well. <S> [That question was asking about the interview stage, but the same applies throughout the process.] <A> I might understand the two positions wrong but they both seem like training opportunities for what you describe. <S> As you say the question really is <S> "What should I write on my rejection letter to C2?" <S> The answer is very simple, I feel something along these lines should suffice: <S> Dear [hiring manager] <S> Thank you for the opportunity for the interview and also for the offer. <S> During the interview I had mentioned that I had an interview with C1. <S> I had researched all the companies in the area and felt the programs that both company offer are the best in the area. <S> However I feel that C1 program is better to start with and <S> they have offered this to me. <S> In this instance I will be declining your offer in favor of their offer, but as this will finish in 12 months I will attempt to reapply then. <S> I hope that the opportunity is there when the time comes as I feel I will bring more experience and knowledge with me when I accept your offer next. <S> Looking forward to working with you. <S> Kind regards, [the decliner] EDIT: forgot to say... <S> LETTER <S> yes... <S> I believe a letter would be better equipped for this. <S> The reason behind the wording on the letter is simple, you confirm their idea that you researched them and their job, you compliment as one of the best, and you still leave an open invitation to join them when your other training/job is over. <A> In general, does turning down a job at C2 negatively affect my chances of applying there again a year or two after? <S> It depends on the company. <S> Where I work it absolutely does. <S> We have lots of applications per job. <S> There are lots of hoops to jump thru. <S> If you have managed to get pretty far in the process then you're already deeply ahead of the game and it will be hard to get that far again in the future. <S> I work a lot with our recruiters and after you burn one by wasting his time then that rep will follow you for quite a while.
| It can even work as a positive, because it shows other companies consider you to be a good hire, too.
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How can team relations be maintained along with maintaining personal and professional boundaries? There are many situations in which the management, esp of the small medium business domain, organize events such as sports matches and frequent outings in the name of team bonding. Instead of bonding, these activities tend to create interpersonal passive aggression within the team, because due to not being from sports background no one is coached about harmony and mutual appreciation. Its rather seen as a competitive arena with lots of aggression and venting out frustration at work in sports in a clever way or lead others down to claim superiority. Also, people discussing each other's social media activities in front of your appraisers/ team leaders is many a times extremely excruciating. Its not justified to observe some person's social media activity in order to manipulate and control him. How to voice out appropriately to be excluded out from such a phenomena in order to not damage one's personal space at work? <Q> I always say, "treat optional work activities as mandatory". <S> And if an activity is mandatory, just smile and do it. <S> Trying to get out of teambuilding activities will <S> AT BEST <S> get you slapped with the label of "not a team player". <S> Even worse, you might succeed in getting out of then and will likely be viewed poorly by your coworkers as well. <S> If you're not satisfied with the teambuilding events, move to get yourself on the planning committees and voice your concerns there. <S> Failing that, you may want to approach management with ideas on how to improve the activities. <S> Your present approach, however, would definitely be a CLM (career limiting move) <A> You're describing two separate issues here, so I'll go with the first one. <S> It might be tempting to either opt out or to stop these team-building activities, but that would be detrimental to the people who actually enjoy them. <S> This also leads to the implication that if someone complains about something that other people enjoy, it'll just get stopped. <S> Do this by giving praise to good performance/skills/attitude (regardless of what team the person is playing/participating with) and ignore bad comments as much as you can. <S> Try to encourage others to do the same. <S> If someone is obviously struggling, then go out of your way to help them - encourage or teach as appropriate. <S> In summary, these events should be inclusive and collaborative, and not divisive/destructive in nature. <A> Regarding the outings, if these are taking place during working hours then you are likely required to go. <S> If they are scheduled for non-working hours simply decline, say something like: <S> I am not available at that time to attend the outing Regarding the social media, if you don't want people to discuss your social media activities then don't allow them to view your social media activities. <S> Most social media has features to allow/disallow viewing to specific people. <S> Use those features so that your co-workers can't keep track of you to social media.
| Yes, these events promote competitiveness to some extent but should do so in a positive and not a confrontational manner.
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Why I feel like the company I'm working for is taking all my creativity/imagination? I have stood out for being a worker that advances quickly, that I'm good for programming and that I am very enthusiastic about the new projects of the company where I work. My problem is when I want to work on my own projects after work for fun (e.g. an inventory system, etc.). I struggle to work effectively and feel like I lack the creativity or imagination to do anything. It's not like I'm spending all my time in conversation or something, so that's not the problem. I eat well and I sleep relatively well, too, but when I want to start a project of my own my mind goes completely blank, as if I did not even know how to program. At work, I usually have wonderful ideas to make company software better. I'm frustrated/scared because I do not want my company to "absorb" all my creativity and my imagination, WHAT'S GOING ON? <Q> Unless you have concrete ideas/goals for programming at home, don't do it. <S> You not being motivated to code at home <S> isn't a bad thing <S> (I don't do any home projects, and I'm perfectly happy like that). <S> At home, relax, do your own thing. <S> Use your imagination and creativity for entirely different things - learn something new, buy a puppy, take up crochet, whatever. <A> We, as human beings, have limits on our mental resources. <S> They're vague and fuzzy, but they absolutely exist. <S> The more you spend (and the more you have to spend) <S> the better you will do in your career. <S> This is right and proper, and the way the world works. <S> As another way to look at it, the things we do "for fun" work out because we're exercising parts of ourselves that are underutilized, and the sensation of letting those bits out to play feels good. <S> Now that you have a full time job, your programming bits are in no way underutilized. <S> Instead, you should be figuring out which of your bits are being neglected now,and try to find ways to have fun using them . <A> I'd like to expand on Snows answer and add input from my own experience. <S> Software engineering is mentally demanding work. <S> This will take some adjusting. <S> It's great that you enjoy the nature of your work. <S> You already get the pleasure of doing it for 8 hours per day. <S> If that's not enough, I recommend picking up projects on GitHub. <S> I think it's common for new developers to want to just start writing code on their own. <S> But if you don't have an idea for a project that motivates you, you're not going to be successful. <S> In other words, the idea and planning come first , and then the coding. <S> But think again. <S> Do you really want to code at home? <S> We're talking about more than 8 hours per day, possibly up to 12 hours per day in front of a monitor. <S> Not only do you deny yourself access to other things in life, but it's a drain on physical health. <S> Something like that. <S> Just some things to think about! <S> Good luck whatever you decide <A> I don't think we can answer "what's going on" specifically, but you may be able to answer for yourself after looking at factors that are different between the two environments. <S> For instance, at work, you probably have a team - or at least other people - you're interacting with as you develop, and there's a concrete business problem with an owner you can talk to. <S> At home, if it's just you, working on your own, on an imaginary problem or a problem for which you are the business owner, the "lack of creativity" <S> you're feeling <S> may simply be because there isn't another person to bounce thoughts off of, or to answer questions or provide specific details about the problem that needs to be solved. <A> This sound like the early signs of burnout. <S> I would suggest a vacation, a bit more physical activity on the daily bases and smartphone usage limitation. <S> In my opinion, several years at the same place doing more or less the same thing, limits your creativity by "grounding" it to company-based scope of issues <S> Several (3) freelance small projects helped me, you may be good and ready after one :) <S> It have to be external projects, offsetting with financial motivation lack of personal interest ( tired)
| Maybe think about being more of a well rounded person and picking up new hobbies or learning a new language. Unless you have to program at home, leave all of your coding/technology creativity at work. You may just not currently have the mental fortitude to keep this level of concentration for longer than your day job requires. You were hired as a programmer, which means, in effect, that your employer is paying you for some of your time, and some of your mental resources.
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Is it a good idea to mention visa sponsorship in cover letter? I have found a job notice for an internship which supports visa sponsorship for Germany. Although my background is quite matched with the needs of company, it is only an intern position, while I am an experienced engineer (1.3 year working experience). To be honest, the biggest motivation for me, is the visa sponsorship. Is it a good idea to mention this in my cover letter? <Q> To be honest, the biggest motivation for me, is the visa sponsorship. <S> I think it would be a mistake - you want to use this as an opportunity to make the case as to why you want to work for this company and "well, I'm in it for the Visa" <S> isn't particularly appealing. <S> In much the same way as going to a singles event and saying "I'd love to marry you.....for a green card!" is unlikely to work out well. <S> It basically infers that you don't care who you work for so long as you get the visa, and most people would prefer to hire someone who actually wants the job <S> , there's likely to be no shortage of candidates who would want the job itself (regardless of whether they need a visa or not) and they are going to be no-brainer picks over you if you say that. <S> So try and come up with some reasons why you want the job that aren't the visa and use those in your cover letter instead. <S> If you can't then I'd suggest doing both yourself and the employer a favor and moving on. <A> You can mention it, but it will likely mean that you will not be considered for an interview. <A> In general, it is not a good idea to mention anything that is a benefit to you, and not the company in any cover letter. <S> In fact, we turned down a candidate who mentioned that he was very much wanting to relocate. <S> We couldn't take the chance that he'd use us to get here, then bail at the first opportunity.
| Cover letters should contain only reasons why they should consider you above others, and to emphasize things in your resume that match their job requirements.
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I come off as an expert in writing, but In person, nobody takes me seriously, and it is affecting my career, how can I fix this? I have considerable knowledge in the business and technology of my field (supply chain and planning), from 7 years experience and from having a Ph.D in a closely related field. Although my colleagues are aware of my qualifications, most of my work consists of run of the mill software development. Occasionally they will come to me with math or stats questions, but I am never consulted on any of the big design decisions or strategic questions which I know I am qualified to weigh in on. Recently I started blogging on topics in my field, and my blog posts have been very well received - with people from all over the world reaching out to me for advice on problems they are facing in this field and recruiters reaching out to me because they are impressed by my knowledge. Moreover, a couple of colleagues who read those blog posts complemented me on them, and mentioned that "Wow in your blogs you seem like you know very well what you are talking about". Not only that, but my responses and discussion in online forums and social media groups are frequently very well received and up-voted. And yet I am rarely invited to weigh in on these questions, and the few times I was, my opinion wasn't taken seriously (for example an outside consultant was giving our team bad advice on which modeling approach to use for price optimization and when I objected nobody listened to me - although later it was realized that the code the consultant delivered was useless and the whole project was written as a failure). What can I do to better convey the depth of my knowledge to my colleagues and managers? <Q> This has a couple layers to it. <S> And some of this answer is making assumptions, so please comment if any of the assumptions are off and I will address them. <S> First and foremost. <S> Confidence <S> : Look at how you deliver your content in written form. <S> It is probably full of confidence. <S> It is neat and well written. <S> Probably very little wavering. <S> well-substantiated. <S> Good logic conveyed in an easy to read way. <S> Is this the way you talk? <S> Do you deliver verbally in a confident tone. <S> Did you say: "Consultant A is giving you bad advice! <S> Look at reason <S> A, B and C. <S> Or was it less organized and easier to dismiss? <S> Second. <S> Politics : Do you have clout where you work? <S> Are these people inclined to listen to reason and logic? <S> The people who read your writing are upvoting you because you give them what they want, which is usually well-phrased knowledge. <S> Sometimes office politics care about that a whole lot less than they should. <S> Doing things the right way isn't always as important as making so-and-so happy. <S> Or other so-and-so is just very good at convincing people to do whatever they say. <S> If your problem is the first, I suggest you write out a proposal before you deliver it. <S> You are clearly good at that <S> and it will get you organized. <S> If your problem is the second, go to someone who has clout and convince them. <S> Get them alone and present it as a way to help them. <S> Make sure you hammer home how much it will make their life easier/make them look good. <S> (They may not go with what you say <S> but the more you do it (and the more you also happen to be right) <S> the more they will value your input. <S> Do both if needed. <A> I don't want to assume anything about how you deliver your feedback in person versus in a written form. <S> Something that has worked well for me is to ask questions. <S> If you think something doesn't fit how your company or team does things, ask about specific aspects that you feel the tool is lacking without making it obvious that you don't want to use it. <S> Asking questions also allows others to feel that they are heard, and can lead to more in-depth conversations in which your knowledge can shine. <A> I think there's an important angle here that's very easy to miss: context. <S> At work, you're filling a specific need via the role you were hired for. <S> Some people are hired as software engineers, others are hired as janitors or accountants, still others as salespeople, project managers, or directors. <S> The context of your participation is based on your employer's expectations for the role that you've been hired for. <S> People expect content you're giving to be within that context. <S> It sounds like some of your expertise is slightly outside of your defined job duties, so it may just be the case that no matter how eloquent you are, and regardless of whether you're the using verbal or written word, it won't sink in easily. <S> Compare that with the other context you've described: Online blogs (and forums). <S> These are inherently self-defining; if you blog about Statistics then people evaluate you as a statistics expert. <A> Next time you write one send it out on your company message board. <S> "Hey guys, I just wrote a new blog post on XYZ." <S> Also share it on your social media boards (LinkedIn, Twitter, FB, etc). <S> Try using Medium, or cross-posting on Medium if you have another blogging platform. <S> Ask your friends to share. <S> Try giving talks at local Meetups, or create a Meetup group about something you're an expert in. <S> Promote it and invite co-workers to your talks. <S> When you get accepted, let co-workers know about it. <S> Make a little write-up about it. <S> Share it. <S> For promoting your technical knowledge, write up a tutorial about how you would go about solving a technical problem, maybe even the type of issue you mention where they didn't bother to ask for your insight on. <S> Promote your tutorial, too -- but maybe not the work problem example at work. <S> :) <S> You cannot just rely on your writing ability to express your knowledge. <S> You need to use more than one method to share your knowledge. <S> However, you can't change everyone and some people will have permanently set their opinions against you, for whatever reason -- age, gender, country of origin, tone of your voice, color of your hair, your blue jeans. <S> You can't change everyone. <S> If this is the case, you should probably just find another place to work because they're always going to be unreasonable.
| Apply for speaking roles at conferences. You need to look not just at the delivery method (written word versus spoken or other forms of communication), but also the context in which you are providing the content. It may not be the case that you're "better" at written word, it may simply be the case that you're "better" when people are evaluating the thing that you're actually good at, versus when it's out of context. If you are the new guy or just not important enough, no matter how you argue you just won't have the weight to make things happen. You could also consider delivering it by e-mail rather than in person if it won't weaken your position. I think you'll have to try a number of things, centered around improving "your brand" at work.
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Terminated after being physically assaulted by a coworker in my office without any direct witness A few years ago, I was assaulted by a coworker of mine who had a history of domestic violence (per a common friend, who dated him for a while). He had a short fuse and, on different occasions, had an attitude towards me. On that occasion, he believed I was disrespectful to him by asking another coworker to transmit a message to him about graphical assets I had needed from him for a few days. I simply didn't want to deal with him directly. While I was the project manager on top of the lead developer, he never did what I needed, thinking he knew better, doing his own thing instead. The next day, right after I walked in, he barged into my office, slammed the door behind him and started yelling at me, with his face mere inches from mine, while pushing me towards the wall behind my desk. I then started to push back while asking him to leave. He then yelled "Oh, that's what you want to do?" and initiated some sort of physical struggle with me. He was more athletic than me, as he was exercising daily. But I used to play rugby and was involved in nasty fights when I was a teenager. Although this part of my life was long gone, I knew how to fight, which he didn't. I had no idea what he was trying to do or how he intended to end this, but I ended it by punching him on the nose, albeit with a certain amount of restraint, after trying several grabbing techniques. When we were done, he was red in the face and buttons had been torn off his shirt. Although I was upset and in shock, I had no injury and my clothes were fine. His face showed a red mark when I had punched him. Anybody walking in at that exact moment could have thought I had assaulted him and not the other way. Note that, during the entire physical part of the struggle, I kept screaming "Are you crazy? Are you crazy?". There was one coworker who heard pretty much everything, including me screaming. End of the story: we were both fired. He actually resigned the same day as he knew he was going to be fired. I was fired the next week with 2 months of severance and a $1000 per month for 2 more month for knowledge transfer (this was in 2005, by the way). Because this was a very toxic work environment, I took the severance and then collected the 2 extra payments as a consultant. I was actually very tired of working there and had updated my resume recently. What would have been my recourse, if any? There were no real witness to the entire confrontation, the police was not called and the only auditory witness (who heard pretty much everything from beginning to end) decided that she did not want to get involved. Although this happened in Arizona, and this was at-will employment, the reason for my firing was clearly stated as being this incident and that I should be happy with the deal I was offered. My relatives and friends believe I should have taken my employer and/or the coworker to court. I am not sure this was worth the effort Edit: this was a mid-sized company with about 30 on-site employees and about the same number of consultants. There was no HR department to deal with and the CEO, who was by the way sympathetic to me, transferred the instructions passed to him directly by the owner of the company. <Q> It's a tough break, but this one is all about "would have been" - there doesn't sound like anything you could do now. <S> From the perspective of the employer, two employees were fighting. <S> Questions of who started it and who came off worse aren't relevant (though they could have been - see below). <S> It sounds like you have grounds to sue your former colleague for assault and loss of earnings, but having grounds is not the same as it being likely you would win a case. <S> If you had made a statement to the police (whether or not you pressed charges, and whether or not a prosecution was brought) <S> a civil case might have been successful, but that didn't happen. <S> You're left with no police record of the incident, no witnesses willing to testify, and physical evidence (the mark and the damaged clothing) that works against you. <S> One of those annoying "if it happens again" answers (though I hope it doesn't <S> and I know it's not a lot of use to you now) : recognise that you're likely to lose your job over fighting in the workplace, make a statement to police and confirm this to your employer. <S> But it sounds like you're best out of that environment. <A> You weren't terminated because you were assaulted by a co-worker. <S> Period. <S> Get that out of your system and move on. <S> You were terminated because you, as a manager, failed to handle the situation without escalating it further. <S> Granted, with the information you provided in the OP you may have had very little choice in how you responded. <S> But there's no point in anyone trying to second guess your actions based on a one-sided account of the event. <S> If you're in a management or supervisory position you owe it to yourself to: <S> Learn to identify violent tendencies, behavior, or mannerisms in those you work with. <S> Learn some level of crisis management. <S> You also need to take a close look at yourself and make sure that the possibility of your own violent tendencies didn't contribute to escalating the event. <S> TL: <S> DR <S> There was very little that you could have done to argue your termination. <A> If you are an athletic ex rugby player with fighting skills, you very rarely have to fight at all. <S> The situation you describe certainly allows for slipping by him and out the door where there are witnesses. <S> Then there would be many options - call the cops, pretend nothing happened and deal with the whole thing later on your terms etc. <S> But instead there were in fact two employees fighting. <S> That’s a lose-lose situation. <S> He was clearly a nut and didn’t mind starting it nor the consequences. <S> By choosing to fight, you engaged on his terms and lost, because nothing could be gained. <S> Next time, use your fighting skills to walk away from the fight. <S> It may be less honorable but smarter in the long run. <S> Edit: following some comments, I’ll clarify a couple points. <S> First of all, it’s easy to discuss fights after the fact. <S> UFC commenters always know what a fighter should’ve done, afterwards. <S> So my answer is in the context of the information given and the question what could be done differently next time. <S> We also assume the goal that OP keeps his job. <S> The ideal outcome would have been no fight at all. <S> The next best thing no noticeable fight. <S> And the next best thing perhaps a fight where witnesses see OP being assaulted and simply acting in self defense. <S> What actually happened was the worst of these possibilities. <S> An actual fight, no witnesses, and the perp visibly injured. <S> A better course of action: try to de-escalate to buy time and leave the room. <S> If that doesn’t work, slip by and leave. <S> If that doesn’t work, push him away and head for the door. <S> If that doesn’t work, grapple and attack the body and groin, not the head, with the goal to break free and head for the door. <S> If none of that works, yell “help, help” while beating the crap out of the guy. <S> But then we are back on square one. <S> Another reason for avoiding fights at all costs: people are crazy, they might have a knife or a gun, or come back with a weapon later. <S> Lots of cases where people win fights and get killed or severely injured later. <S> Finally, none of that has anything with OP’s <S> right to defend himself or claiming excessive violence. <S> It’s about trying to minimize damage from a lose-lose situation.
| Learn to de-escalate a situation without resorting to violence. Forget it and chalk it up to a painful learning experience. Impossible to prove the facts of the altercation.
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Team feels one employee is squashing disagreement even before speaking I am a manager who supervises a team of 8. One of my employees ("Bob") expresses a fear of having his head bitten off, being raked over the coals, etc. prior to expressing his opinions (for example, "Don't bite my head off/rake me over the coals for saying this, but..." or "I know I'll be eaten alive for saying this, but..."). Bob does this virtually every time he expresses an opinion, even when his opinion is not much different from others'. My 7 other employees and our larger team of 35 do not express this fear - they regularly share their opinions without preface. Despite his fears, Bob shares his opinions several times at every meeting, frequently interrupting other team members and not waiting for them to finish. These are issues both his previous manager (who left the company for ostensibly unrelated reasons) and I have addressed with Bob, and he has improved in response. He has the capacity to change his behavior in response to feedback. Prior to our feedback, he would try to speak as much as possible during meetings. I have never personally witnessed an incident in which Bob was chastised for his opinions or for sharing them, and Bob was not able to provide examples of such incidents when I asked. Nevertheless, Bob continues prefacing his opinions with his fears as mentioned above. Ordinarily, this would pose no problem. However, this is now having the opposite effect. Other team members have told me (during 1:1 meetings in private) that they are uncomfortable expressing their opinions after Bob has expressed his because they fear that if they disagree with Bob or criticize some aspect of his ideas, he would interpret that as having his head bitten off, being raked over the coals, etc. and become irritated or angry towards them. Three team members told me that they felt Bob was trying to pre-emptively squash disagreement even before speaking. Bob seems to feel others impede him expressing his opinions freely, but ironically, the opposite appears to have become true. The rest of the team largely feels they are walking on eggshells around Bob. So, how do I frankly tell Bob that he needs to stop what is, at this point, an ingrained habit of expressing these fears before every time he expresses an opinion? <Q> Simply address the problem directly. <S> You say yourself that Bob can improve from constructive feedback. <S> Read over this example and fine-grain it for him personally and then go over it a few times. <S> Hey Bob, You preface every statement you make with an appeal for civility and fair treatment. <S> So much so I believe it is more of a verbal habit than anything at this point. <S> Can I ask you to stop please. <S> First off, no one has ever bitten your head off. <S> No one bites <S> anyone's head off. <S> No one jumps down anyone else's throat. <S> In addition to being extraneous it is causing people to feel the need to be extra cautious how they talk to you. <S> It will improve communication for the whole team if you can just speak to us directly. <A> It's just a mannerism like any other. <S> Normally you just get used to things like this. <S> It's harmless enough, it's not a mannerism like hawking and spitting while clearing your throat. <S> If you must, then just interrupt his apology with... ' <S> You're fine, carry on' or something else short and to the point to forestall him. <A> Thanks for the clarifying comment; I take a liberty in quote them: <S> How old is Bob? <S> How much experience does he have (cf the rest of the team)? <S> How does he perform in general? <S> He is older than the rest of the team, but has less experience than some (he was out of work for several years). <S> He is not an especially high performer because he is in a collaborative role where he has to communicate with other departments and really struggles with that. <S> His technical skills are good, otherwise he would have been fired under his previous manager. <S> I haven't had a review with him yet, but he has consistently "needs improvement" reviews. <S> Sounds like a blossoming insecurity. <S> Talk to HR; they are in the position to ask him to take counseling. <S> Meanwhile you do have some tools to your disposal. <S> Change his role to more technical and less communicative. <S> Or put him on a performance tracking program. <S> It really depends on how do you see his future in the team. <S> That said, I really don't see why his mode of speaking annoys coworkers that much. <S> They are professionals; they should see what he says, not how . <S> There is no place for sensitivities in a professional environment. <S> His excuses shall not impede disagreement. <S> This is what you should convey to them.
| If the communication of the entire team is being effected it needs to be dealt with. As you indicate that he is a bit moody I would be extra cautious with the wording. I am not a psychologist, you also are likely not, so not much you can do to alter his behavior.
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Can a Probationary employee resign In 3 months my contract will be over and, now the HR are asking for those who would like to resign to submit their letter but, the things is it says there in the Memo that only employees with regular status can do so. My question is: Can a probationary employee cannot resign? I mean isn’t that so unfair because I just have to wait whether they would rehire me or not but I cannot decide if I still want to stay. Will somebody shed some light for me? I’m from the Philippines by the way. I really want to resign now because I don’t want to stay anymore. <Q> This sounds more like HR asking people if they want to avail of voluntary redundancy rather than simply asking people to resign or firing them. <S> It would seem reasonable that people who are on probation or haven't worked there for a suitable length of time could be excluded from a voluntary redundancy scheme, as typically the company pays people a certain amount to resign. <S> Most probationary periods allow people to be fired with short notice and no compensation so wouldn't qualify for redundancy. <A> It sounds like two events are happening here. <S> Your company is in the middle of downsizing so they are asking people to resign as in the Voluntary Redundancy ploy. <S> It's basically asking people to resign and get a severance pay. <S> The goal is to downsize the company without firing a lot of people. <S> It shouldn't affect probation employees since in theory they are new hires and they have yet to qualify as a full time employee. <S> So you would be excluded in this program. <S> The other event here is you want to quit but don't know how. <S> It has nothing to do with the matter stated above. <A> You really need to ask your manager. <S> But since you're still in the probation period, there's going to be a process surrounding you ending your probation period early, and you may not get the benefits that a full employee will. <S> But if you ask, you may get some additional benefits. <A> You should check your contract,When you are on probation period, it have to have a clause, regarding their and your right and procedure of terminating the contract. <S> Usually, your employer AND you can say goodbye with minimal notice period, perhaps even in days notice, without any complications and penalties
| Explain to your boss you'd like to quit and want to put in your notice.
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How to present a report which criticizes the vendor's work to that vendor? I've done a report analyzing how a vendor had done a piss-poor job in our project. The report is basically an explanation why the vendor's technical choices are terrible, and supported by various objective analysis, stats of our performance data and fair comparison with our competitors. I shared this report with my managers, who are convinced by my arguments (they are not technical). The problem is that I am now asked to present my findings to that vendor in a web meeting, and I honestly believe their quality of work is terrible beyond imagination. Those two are conflicting. If I present in my honest way I would absolutely destroy the relationship between us, which has not been bad, and which we would need at least for a few more months. I would also get a bad reputation within my team as the person who condemns our vendor and create friction for future work. Needlessly to say I wish we could seek out another vendor, from day one. Quite a few within the company share my opinion that the vendor's quality of work is not up to standard, but for one reason or another we end up continuing with them. Usually I let my managers deal with the nice talking stuff. Apparently it was decided that this information needs to be shared with the existing vendor and I will be the one to do it. So I need to talk nicely , somehow. How? <Q> If your company is hoping to keep up relations with that vendor, I do agree that this is a trainwreck waiting to happen. <S> However, this is not your decision. <S> It is your manager's. <S> Maybe they misunderstood how deep the issue goes. <S> Maybe they're not understanding that the vendor won't just take the feedback and improve on it. <S> Talk to your manager. <S> Something along the lines of: Regarding the issues we've had with this vendor, they run very deep. <S> These aren't minor flaws that can easily be corrected, they show a deep rooted bad practice to creating/delivering their product. <S> It may be more efficient to find a new vendor rather than wait for them to turn everything around, though I'm aware that decision is not up to me. <S> What is the expected outcome of this meeting? <S> Are we trying to continue working with this vendor and try to address as many issues as we can without souring the relationship? <S> Or are you expecting me to give brutally honest feedback, but not guaranteeing that they still want to work with us in the future? <S> I currently don't see a way to both be open and honest, while also guaranteeing a good future relationship with this vendor. <S> You need your manager to decide here, because there may be plans that you are not aware of. <S> For example, maybe your manager is hoping for a brutally honest review so they can then use that as leverage for breaking a contract or not paying the full amount (as the product delivered by the vendor did not meet the requirements of the deal). <S> Or, alternatively, your manager is naively assuming that the vendor will always try to please their customer and thus drop everything to fix the things you list as wrong. <S> Or, as a third option, your manager is unsure whether to continue with this vendor and wants to see their response to your feedback; are they apologetic or dismissive, are they open to fixing things? <S> You can't know this. <S> So ask your manager. <S> The manager decides the priorities: honesty or keeping up a good relationship? <A> You should take your concerns to your Manager. <S> Ask him for directions. <S> I see two possibilities. <S> A: <S> He want´s it to escalate, to get some leverage. <S> You just present your findings neutrally and factually, as technician. <S> He will have to deal with the fallout. <S> B: He shares your concerns. <S> You need to soften your presentation. <A> From my work experience, before work engagement with vendors there usually is a contract signed by management or authorized representatives of management of both the client and the vendor. <S> In this contract, there is usually a section pertaining to performance measurement or some type of service level agreement. <S> Agreements with 3rd party vendors to complete work should be documented in contracts for exactly this reason - so unsatisfactory work is not a surprise to either party. <S> From the information you presented, it does not seem the vendor was aware of their poor performance prior to you completing your analysis, which is unfortunate and a failure of your company management. <S> As to how I would present the information to the vendor, I would just explain dispassionately what the shortcomings were and leave emotion and any traces of blaming out of it. . <S> If the vendor is very sensitive, this relationship may not be salvageable. <S> Your company management first interest is protecting their own company, so if that means communicating harsh, but ultimately true, information to the vendor, then sometimes so be it. <S> In hindsight, engaging this vendor was almost certainly a poor decision. <A> This is a terrible situation, it's not your role to do this, it's clearly management or project managers role. <S> But since you must. <S> As requested here is the analysis of vendor XYX work during the period covering YXY project.' <S> And then leave it to them to send, if they insist you send it, forward that. <S> In future don't do this sort of thing. <S> No one asked you to do an analysis in the first place, making personal enemies in the industry is not a good idea for a professional career. <S> It can seriously give you grief in the future.
| Write it professionally as an analysis without going into too much detail and then send it to your manager to forward to the vendor clearly covering yourself by starting. ' Try to be positive about it and present it as "areas for future improvement" If you feel unable to fulfill the requested in line with the stated goals, ask for help!
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Is it okay to be late to work if you done extra time? I have about an hour accumulated of extra time I've spent at work that I wanted to use to leave early. However, it seems much more sensible to leave early and explain that I have extra time accumulated, then to be late to work. And sometimes I am just plain old late to work and I can't do anything to be on time. The powerlessness of it all kills me, and it feels like working well stops to matter when you're late. I wouldn't say I'm late very frequently but it feels like I am late more frequently than other employees. Being late over 5 minutes happened only about 3 times so far and I've been working here about 6 months. My company has flexitime available but it takes me over an hour to get to work, and so most of the time I'm set to come in the later times of that flexitime already. <Q> At my current job I'm left to manage my hours however I want, assuming my butt is in my chair about 40hrs/wk <S> , I tell my manager if I want to work from home, and my work is done and of sufficient quality. <S> At my previous job I had to be present at 8:30:00 AM and not a second later and flex-time was compensated by scheduling afternoons (or full days, not just mornings) off. <S> Talk to your manager, tell him what you would like and ask how he'd like you to manage your flextime. <A> This very much depends on the company. <S> My previous company was very much a 7:30 - 16:00 (early shift) or 9:00 - 17:30 (late shift) company. <S> You had to arrange it if you wanted to take some time because you had worked late earlier. <S> Being late was frowned upon. <S> At my current company, noone keeps track of hours worked [1]. <S> They care that work gets done, and if I want to work 11:00 to 19:30, or work 9 hours one day, and 7 the next, that's all fine. <S> As a previous CEO said: "you're all adults, you can keep track of time yourself". <S> [1] <S> Well, for tax reasons (and only tax reasons) we have to report on 80% of your hours each week, but that just means we have to specify for 32 hours/week what we did. <A> If you are not on the flexitime offered, are you working set hours? <S> If you are working set hours (eg 9-5 every day) <S> then it's not really ok to come in late. <S> But then it's also not ok to work on after the end of the day either (unless to make it up - if allowed).In <S> this situation, however, if you you are asked to work late to finish a piece of work or something, you should always check when you can get that time back (either as paid overtime or as time off in lieu). <S> If you accrue it as TOIL, then you can use up that TOIL <S> if you are going to be late in (this may need to be arranged in advance)This could be something informal like "Hey boss, I'm working an extra hour late tonight, is it ok if I come in an hour late next thursday?" <S> or it could be recorded on a sheet. <S> If you are on the flexitime, though, this becomes far easier to manage. <S> As long as you meet the core requirements (usually 10am to 12pm, and 2pm to 4pm), and you are not building up a deficit, it is up to you when you come in within the flexible periods. <S> Ultimately it comes down to what your boss is comfortable with you doing - perhaps you could have a conversation. <S> "Hey boss, I know I'm not on flexitime, but if I end up late one morning, is it ok if I just stay late that day to make it up, or would you rather I go on flexitime"If <S> you're on set hours and your not working your allocation each week, then you could really start to run into issues.
| This really depends on your company.
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How to gauge If i will be rolled out an offer letter? Or what to do next? Went through the entire Hiring process for a company , where I : Applied on a Job portal Received a quick reply within two days Cleared two rounds of Interview one with the Hiring Manager other with the AVP of that Department itself Got a reply back from the HR team within two days or so discussing in depth as to why I am willing to shift or change again (It would be my 4th Company under 3 yrs ) , explained all the details HR asked for my Salary details & Offer Letter etc. in a Mail stating that the Team has really liked my profile & congratulations !! (Though it seemed to be that the Salary demands might be an issue ) Now after a day of sharing the Salary details she replied that " Sure I will update you after I discuss with my Team" (They want me to join early within a month and they will have to Buy me out for a Month also) Do you think I can still bag the offer or should i Wait or have my chances of landing an offer vanished. ? <Q> Do you think I can still bag the offer <S> It's possible. <S> It sounds like you did your part. <S> or should i Wait <S> For what? <S> Assume <S> the worst, hope for the best. <S> Keep looking, keep applying elsewhere until you've actually landed a job. <S> There is no reason for you to pause your job search while waiting for these folk. <S> They're looking at other candidates, you may as well be looking at other opportunities. <S> or have my chances of landing an offer vanished. ? <S> We don't know your chances and neither do you. <S> Go ahead and get your hopes up, but at the same time keep looking. <S> If you're very lucky you might have two job offers to consider. <S> Martin Bonner made a great point in a comment: if you do get another offer before these folk have offered, it is entirely acceptable to get in contact to say "I have been made another offer, but I am very interested in working for you. <S> Do you know when you will be able to reach a decision on my application?" <A> Do you think I can still bag the offer or should i Wait or have my chances of landing an offer vanished. ? <S> Well, you did your part. <S> Appeared for the interview(s), created a positive impression for yourself and reverted with all the information asked. <S> Now, it's up to the company and company policies to take the final call. <S> There is nothing more at this moment you can do, except to wait for hearing back from them. <S> So far, they have been quick enough to respond, and from your description, it appears that the requirement is immediate - so they should be getting back to you pretty soon(-ish, I'd say 2-3 working days would be a fair assumption). <S> After that, you can have a follow up with them, either with the offer or with a negotiation proposal on salary. <S> Until then, don't think about it, just carry on. <A> Do you think I can still bag the offer or should i Wait or have my chances of landing an offer vanished It doesn't matter . <S> Pretend like it's vanished. <S> You have a <S> we'll think about it , you don't have an offer. <S> After a week has passed you can send them an email to ask about the status. <S> But for now you don't have an offer. <S> Fretting about it is not a good use of your time .
| Keep looking for a job, keep scheduling interviews, keep chasing leads. Wait for a sensible amount of time for their response.
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How to not repeat cover letter in interview When writing a cover letter, I have hear you need to show how your experience makes you the perfect match for the job. However, I have also researched how to answer the questions 'tell me about yourself'. It says you should talk about your experience as well. Should you basically repeat the cover letter when asked that interview question? Or should you do something different. <Q> The role of the cover letter is often misunderstood. <S> The cover letter is a good vehicle to Demonstrate that you have done homework for this application. <S> You have read up on the company and the specific role and you can intelligently talk about it. <S> A cover letter that is cookie cutter and not specific for the role or company does more harm than good. <S> You compare how your experiences in the resume stack up against the requirements from the job posting. <S> Sometimes I have actually put this in a table: first column for requirements, second on how I meet (or don not meet) them. <S> That's what most HR reps have to do anyway, and they'll like you more if you do the work for them. <S> It's okay to have some holes in there (no one is perfect) but you should explain how do you plan to work around it <S> Explain or comment on any "unusual" things on your resume: gaps, major changes, job hopping, whatever it may be <S> Explain why you think you are good fit for the job <S> and why you think the job is good fit for you. <S> The "tell us about yourself" question is more about your resume than it is about the cover letter. <A> So the cover letter should give a good starting point. <S> When you are in the interview you should get some additional clues what interests them and elaborate and explain further. <S> Depending on whom you talk to, you can go more into the technical stuff, the successes you created for your employers or your philosophy. <A> There's nothing wrong with mentioning relevant experience here, but as Twyxz comments, in the covering letter this should be kept brief. <S> Assuming there isn't an HR department that's already binned half the applicants, you're trying to get the interest of the Hiring Manager, who is always going to have other things on their mind - they're running a department as well as recruiting. <S> The covering letter is what makes them look at your CV/resume. <S> The CV/resume is where they decide if the applicant is worth interviewing. <S> The interview is where they get to know you. <S> It's not until after the interview that they'll decide - usually from a shortlist of applicants all of whom could do the job - which applicant is the best fit. <S> But no one will ever be a perfect match for any job - even after years in position. <S> Applicants often make the mistake of trying to sell themselves as perfect when they don't know what the Hiring Manager knows about the job itself, and about who else has applied. <S> That never comes across well. <A> Should you basically repeat the cover letter when asked that interview question? <S> I've interviewed candidates for over twenty years, and the number of cover letters I have read before the interview is exactly zero. <S> You should not assume that anyone who is interviewing you has read your cover letter . <S> I read <S> resumes very carefully because I'm looking for signal about experience and scope of past work. <S> But by the time the resume gets to me, someone in recruiting has already gotten what they need to out of the cover letter. <S> If an interviewer asks a question that is answered in your cover letter, that's great: <S> you've prepared a good answer for that question . <S> Answer the question and be happy you got an easy question.
| What I look for in a covering letter is what interests the applicant about the job and about the company. I've read great covering letters where the applicant doesn't talk about themselves at all.
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How to deal with a senior leader who is frequently finding shortcomings with others' work? I am dealing with a senior leader (let us call him John) who always seem to be pointing out others' mistakes and shortcomings in everyone's work via email. John frequently does this to architects, managers, etc. and although others don't like it they tolerate it because there is no specific person that one could escalate this issue to without creating a big fuss about it. John is a senior architect who reports directly to CTO, so any escalation regarding him has to be escalated to the CTO which would create a lot of drama. Everyone thinks it is not worth it and they just tolerate his behavior. John is not consistent with his behavior. He is generally okay in face-to-face conversations. It is only in emails where he sometimes appears to be mildly caustic. Sometimes the issue he points out in email are genuine issues but many times they are not genuine. Here are some examples of issues that are not genuine with my commentary in parentheses: "You guys should have done the redesign work by the last sprint." (Actually, it was agreed upon that the redesign work has to be done at some point but it was never communicated precisely exactly when that work was supposed to be started or finished. Further, John is not our boss. We have a different boss who is the one who decides what we work on in which sprint). "You guys did not attend meeting about the hardware purchase." (Actually, our guys were never invited to that meeting.) "The document you wrote is missing details about future growth plan." (Never mind the fact that the person who wrote the document wrote it voluntarily to share what he knows about the current project with his team. John was not even the primary audience for the document. He was in the recipient list out of courtesy (FYI basis). Most of us are thankful that this guy wrote this document on his own although nobody asked him to do so. But John does not have a word of appreciation for this volunteer work. He has an issue that the document missed a good-to-have but not-so-critical detail.) Some of these are mildly important things and some are trivial. Most of us do not choose to retaliate because it would look petty. It seems frivolous to be responding with something like, "But nobody invited us to that meeting!" Have you faced such a senior leader? What is the right way to deal with it? <Q> Document everything, then reply to his emails with the documentation. <S> You guys should have done the redesign work by the last sprint. <S> I think we agreed that there'd be a delay in our meeting on the 12th? <S> ah, I have a follow up email here. <S> You guys did not attend meeting about the hardware purchase. <S> Sorry John, we didn't get the meeting invite. <S> Are you sure you sent it to us? <S> The document you wrote is missing details about future growth plan <S> That wasn't an official document, John. <S> If you want to follow up with Dave, he might be able to help you. <S> If you can find a way to let him save face as well, all the better. <S> If you have a really good relationship with John, you may want to approach him privately and ask him to verify with you, or someone else on the team before broadcasting emails. <S> Tell him that you don't want to contradict him publicly, and things are better if they're kept within the team. <S> That might put an end to his email rants. <A> Either John genuinely cares about all these aspects and wants to see them improved, or he's a nitpicker that just takes delight in picking holes in other people's work rather than expending any effort himself. <S> Most of us do not choose to retaliate because it would look petty. <S> It seems frivolous to be responding with something like, "But nobody invited us to that meeting!" <S> You don't retaliate by responding with excuses, you simply assume good intent (that he genuinely wants to be involved in making sure your work is up there with the best) and make sure you ask for his input and keep him updated at all stages. <S> So using your examples above: <S> You guys should have done the redesign work by the last sprint. <S> You simply make sure he has the full, thorough version of events: <S> Hi John, the redesign work for <S> x wasn't scheduled for the last sprint as we had a b and c to complete which were deemed a priority. <S> This has pushed the redesign back somewhat. <S> Have you had pushback from clients or anyone else that's escalated the redesign, and if so could you keep us in the loop? <S> Tim (cc'd) is responsible for assigning priorities for sprints - Tim, could you fill John in on any update on the planned status of the redesign work, and if you've a rough idea of if it'll make it into the next sprint? <S> Thanks! <S> For the next one: You guys did not attend meeting about the hardware purchase. <S> Then you write something similar, saying that you weren't invited and ask him if he could: <S> Share the findings of that meeting, and forward you on the minutes <S> ; Ensure that he chases the person who set up that meeting to make sure that you're on the invite list. <S> For the third point, the original author can reply and say that he's not familiar with the growth plan, but he's given John edit access and it'd be appreciated if he could fill in that missing piece. <S> If John cares and puts in effort, then great - he pulls his weight, contributes, makes sure you guys are in the loop and everybody wins. <S> If John doesn't care and just likes picking holes in everyone's work, then he'll likely stop writing those emails when they cause him, rather than other people, to have to expend effort. <A> What is the right way to deal with it? <S> Pick your battles. <S> When you get something like: "You guys did not attend meeting about the hardware purchase." <S> Respond to something like this because he is basically calling-you-out as irresponsible. <S> A short response to him indicating none of your team was invited (check with them first!) is appropriate. <S> Might be worth CC to the CTO, but that would depend on his/her personality. <S> He was in the recipient list out of courtesy (FYI basis). <S> Stop doing that unless the CTO has specifically said that you should.
| Since John is an otherwise nice guy, according to your question, nothing harsher than gentle reminders and replies to his emails should happen.
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Asking boss and co-workers to involve me more often First, the context: I work in a small company (~12 people) where almost everyone works together for more than 10 years (some for more almost 20 years) and I'm by far the youngest person. I work there almost 2 years. Everyone is Dutch except for me and I don't speak the language well. I have the job title of "Manager of R&D". I have a tendency to feel unliked and neglected. The problems: Since the beginning and in several occasions I was not involved in important decisions or meetings with customers and I feel that I could have had the chance to give my technical opinion or, at least, learn by listening and interacting with people from different backgrounds. Not only I feel bad because it seems like my co-workers do not care or do not trust me, but I am also missing many chances to learn and improve myself. Even recently, I was not informed or invited about a meeting with a very important client where I believe that me (as the Manager of R&D) should have been present. Every year we choose a few conferences to go to. I am never invited to go to those conference. While everyone in the office is nice to me, there is not a very strong connection or intereaction. Very often there are discussions about topics unrelated to work, or even interesting things about work discussed among all, and all those discussions are in Dutch. I feel really isolated because everyone is laughing and having fun and I just have to keep working. While it seems to me that I am right, I also wonder if I'm giving too much value to minor things. It may be that my boss of my colleagues thought that I had more important things to do, or it can be seen as an optimization of resources... but on the other hand it seems to happen to often that my colleagues and boss do not value my opinion and do not respect me. I also feel very isolated in social terms. My question is: should I express and explain my concerns to my colleagues? If yes, what is the best way to do it and avoiding looking like an extremely insecure and delusional person? If not, what actions should I try to implement to overcome this feeling and situations? <Q> If everyone else has been working together for the past 10 years and you've only been there for 2 years, to some extent it's normal that they're reacting that way. <S> They don't know you as well as they know each other. <S> However, you have a very valid point that this shouldn't damage your career. <S> I see a few possibilities here: <S> 1) <S> In that case, try to make small talk when appropriate, ask them for feedback and then discuss it, etc. <S> (I know it can be challenging, I've heard that Dutch people will immediately switch to perfect English if they see that you're not speaking Dutch perfectly. <S> Keep trying!) <S> 2) <S> You just can't fit into that team's mentality. <S> I've been in such a team. <S> The way I found out was by trying to start some small talk and ending up literally disgusted by an otherwise nonchalant answer. <S> In that case, it depends on how much of your own character you're willing to compromise in order to fit in, or how easy it would be for you to move to another job. <S> In the meantime, try to weed out those opportunities when you actually can complain and talk to them. <S> For instance, if you weren't invited to a meeting where your contribution would have been significant, you can find out who organised it and say "why was I not invited to that meeting? <S> I think my opinion would have been valuable". <S> About the conferences, find out who is responsible for inviting people, express your interest and inquire future eligibility etc. <S> What if you never expressed interest <S> so they just thought you don't want them? <A> An answer to emphasize the 'work on your Dutch' in another answer. <S> Years ago I worked in Amsterdam as a post-doc. <S> All science was done in English. <S> Coffee, tea, and after-work was all in Dutch, unless people were speaking directly to me. <S> After 3 months, I took 2 weeks off to do an intensive Dutch course. <S> I then continued further doing night classes. <S> I forced myself to use Dutch in most daily interactions (at the store, scheduling sports events, meeting new people). <S> Yes, everyone usually tried switching to English (well, except my nice elderly upstairs neighbors). <S> I continued onward in Dutch. <S> By the end of the first year I was comfortable in conversational Dutch. <S> So: Take Dutch courses. <S> Read a Dutch newspaper daily - it will expand your vocabulary. <S> I subscribed to the Handelsblad, you might prefer the Volkskrant (sorry, spelling is really rusty after 25 years away). <S> Speak Dutch as much as possible to everyone, and persist in it. <A> Asking for attention and respect is hardly easy. <S> These things are earned, not granted by your title. <S> Also, regardless of your position, in-house-time often counts a lot within a company's culture. <S> I know places where people are proud of having very old access badges, and sometimes put pictures on those from when they were much younger (so the badge looks older). <S> That being said, 2 years should be time enough for you to the get the hang of the culture. <S> You should have a good idea as to why you are not called for the conferences. <S> (Are those academic events? <S> Business events where everyone will be speaking dutch? <S> Social events which serve as a prize for outstanding work?). <S> I once was a foreign student myself and got an internship <S> were people would always speak their language, which I had been learning from little more than a year by then. <S> Yes, it's hard to communicate. <S> Yes, you are not the center of attention. <S> But I had a good manager by then who would value my deliveries. <S> My opinion is that you should probably work to improve your Dutch mastery, take Dutch classes, read more dutch. <S> Until you manage to hear and speak with no additional effort and get a fairly weak accent, you'll always be compromising on the social aspect of the work. <S> One thing you should consider as well is that being called to important meetings and events is a social privilege, not a right. <S> But it's a trade-able privilege. <S> If you are scheduling a meeting, consider asking more people to join, they'll appreciate and possibly re-tribute. <S> Maybe throw a party at your house and invite everyone in the team. <S> The point on the last paragraph is that instead of asking what you want from others, try giving.
| Work on your Dutch as well, so you can more easily jump into existing conversations. It's all just a cultural difference and they just don't know you as well as they know each other.
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How to deal with manager who has no expertise and doesn't listen to advice? I was hired as a subject matter expert in analytics. However was assigned a manager without any experience in the field. The problem is I've been repeatedly telling him projects should be discovered from end users. He disagrees and comes up with ideas himself. Consequently, projects the team produces don't end up being used. Does anyone have any experience in a similar situation with a manager who doesn't listen to advice? How were you able to persuade them? <Q> Get everything in writingSend <S> him suggestions, advice and ideas in writing, if he rejects them, politely ask him the reason and have it in writing. <S> The next project, when same situation happens, you can refer him to the emails People tend to have short and selective memories, emails don't <A> Does anyone have any experience in a similar situation with a manager who doesn't listen to advice? <S> Yes, lived through three years of it after a great manager left. <S> How were you able to persuade them? <S> I wasn't. <S> I don't work there now. <S> Do you best to fix it, but keep your ears open for a new opportunity. <S> Things I tried that might work for you <S> Pitch those products to manager Scream loudly in the car ride home when they are all rejected. <S> Leave enough time and re-pitch the ideas as though the manager thought of them <S> Set a time limit on how long you should put into this job unless it changes <A> Be more assertive in your talk to him. <S> Don't let him walk over you <S> instead you take the charge and show him facts.
| : Keep careful track of items requested Get a solid plan in your evaluation which specifies what the manager is responsible for Politic around the office to find out what actually needs to be done and what others want done.
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How to evaluate a C-level job offer at a young startup Have just been given an offer at a young startup (~3 yrs, 1 other employee [the CEO] and 2 contractors) for a CTO position. Offer is all-equity with a roadmap in place for salary after revenue goals are met. I am a reasonably experienced engineer who has previously served as CTO for a small startup. My role would include the management of the technical team, re-architecting the core technology stack, PMing product requirements in a technical context, building out the product roadmap, and plenty of coding. Existing CTO is leaving soon, current equity split is 60/40, and my offer is 12.5%, 4 years vesting with a 1 year cliff. Salary climbs from $0 to $1K / month, $2K, $3K, commensurate with revenue goals. Bullish on the product and the domain, but originally said no on the basis that I would be inheriting an existing tech stack (with some decisions that made sense at the time) that I would have to substantially rearchitect in order to meet business goals successfully. Thought originally that I would have to work in a codebase that I didn't want to work in, but the CEO has expressed willingness to let me swap out some parts that I find particularly badly-suited to the business needs (hence the rearchitecting). En route to establishing good will with the company, I've already volunteered to do some light amount of consultation and coding. I am not exactly sure how to evaluate this offer. If the company were just starting out now, I would probably expect a larger amount of equity, but appreciate that this is discounted based on how old the company is. I assume also that my willingness to take equity and defer cash means that the equity amount should be more than it might otherwise be. Appreciate further that a robust answer to this question might depend on information that I don't have access to, i.e. current revenue, CAP table after existing CTO exits, etc. What I'm looking for is a good way to think about evaluating this offer. <Q> OK, let´s evaluate (bit cynical, worst case, but you know, they say pessimist are more successful): <S> Offer is all-equity with a roadmap <S> No money <S> 1 other employee [the CEO] <S> [...] management of the technical team <S> What team? <S> PMing product requirements <S> So you´d be PM too? <S> re-architecting the core technology stack And Architect? <S> but the CEO has expressed willingness to let me swap out some parts <S> Who will be CTO? <S> plenty of coding <S> Ah okay! <S> So they need a coder, but the don´t want to pay for it ... <S> What I'm looking for is a good way to think about evaluating this offer. <S> What´s <S> 12.5% of nothing? <S> Oh and bonus: <S> Why is the existing CTO exiting? <S> - answer given was that he wants to take some personal time off but will still be around <S> So the founders are already in disagreement after a year <S> and you are in the middle of it. <S> So at least you´ll get drama for free! <S> Find out what is going on there! <S> Edit: You want serious? <S> If you can dismiss all the above concerns, and can afford it ... go for it. <S> Look at: <S> Is the funding sufficient? <S> If yes, why can´t they pay you? <S> If not, why won´t anyone fund them? <S> What Assets do they have? <S> Ignore all IP/ ideas. <S> Regard only working and usable code, physical assets, and existing customer base/ turnover? <S> If you are unsure talk to a financial accountant or try to get a loan with that company. <S> The Bank will know how to evaluate a business. <S> The CEO has over 50%, so he will have the ultimate say in everything. <S> You should really know him well to put your own financial well faring completely in his hands. <S> Have some meetings and some discussions with him. <S> How well can you discuss with him controversial points? <S> Can you even afford to offer your time for free? <S> Why not meet in the middle. <S> You get a below-market-rate, the bare minimum to cover your living expenses. <S> Get a little less share for that. <S> PS: Watch some episodes of Lions Den! <A> What I'm looking for is a good way to think about evaluating this offer . <S> They have so little money that they're pinning your 1,000/month income to revenue goals! <S> The only way to raise revenue is sell stuff - one of the things that they can sell is stock in the company. <S> Only if your shares can't be diluted , do you have 12.5% of the company. <S> If they can be diluted, you'll see your ownership percentage of the company asymptotically approach zero because there is already no money! <S> Also, can you live with the fact that the CTO who is leaving has 3x your equity in the company? <S> 1 <S> Here's my math on that... <S> You say that the split was 60/40, so I assume the exiting CTO had 40% equity. <S> If they are giving you 12.5% that leaves the previous CTO with 35% and the president with 52.5% All figures rounded... including the 3x. <S> 1 <S> Please note I didn't say it isn't fair <S> , I just asked if you can live with it. <A> Just for what it's worth, this may help you think about the possibility: Get a normal programming job (so, making 70k - 300k a year depending on your experience) 1b. <S> Lean towards contracts or perhaps a "four day a week" type of role, to give you a little more flexibility for item (2) <S> Regarding the "enterprise" mentioned in the question. <S> Tell the guy you will re-architect the product for him on a part-time basis while working the normal job in (1). <S> What you want is.. 2b. <S> All you want is some earnest money - I suggest $2000 a month 1 - and you want a large slice of the shares. <S> This is a golden deal for the one-man shop in question. <S> A. <S> He gets to replace his current crap technology base with a serious one made by yourself B. <S> It costs him almost nothing <S> So my suggestion, a good approach with opportunities like this: while working a normal job to keep your Mercedes in oil changes, do the project that is needing done, and you want to take a risk on, on a part-time basis . <S> Cross your fingers, and if the product hits it was worth it. <S> Good luck! <S> 1 <S> Note that earnest money must be paid in advance . <S> So that's $2000 today <S> and you begin, and then $2000 in a month, and so on. <S> (Note that if the guy can't come up with a whole two thousand dollars, the whole thing is just utterly absurd. <S> Startups spend a couple thousand a week on laptops and copier paper.)
| Take nothing, other than some earnest money.
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I am extremely uncomfortable & fed up at work- do I quit without another job lined up? EDIT: TL;DR I had 100+ problems with my current company, esp due to horrible & inappropriate management. For the sake of my well-being & mental health- I put in my 2 weeks. Thank you to everyone who offered advice. <Q> Besides the fact that you will be for an unknown amount of time without any income, some recruiters/interviewers/HR folks are biased for whatever reason against unemployed people. <S> Just suck it up until you find a new opportunity. <A> It may be uncomfortable to line up a new job without one, supporting you in the meantime, Ping HR regarding your transfer and stall any 1 on 1 s with your current boss for a few day / perhaps a week. <S> If no response will be given after your status request, depending on your location, i can suggest writing him up, and, according to your financial situation, ever quitting or going on personal leave of absence. <S> Mental health is the most important thing to millennial, and if you uncomfortable, something should be done <A> Do not quit. <S> It's rarely a good idea to quit without another job offer. <S> Now is the time to keep your head down. <S> You got yourself noticed by a lot of people that have been defending this manager. <S> You're now seen as a trouble maker. <S> They are likely actively looking for a reason to get rid of you. <S> So play by their rules, pretend nothing is wrong, and start looking for a job. <S> Everyone will know what's going on when you start calling in sick to go to interviews, or show up in suits. <S> And I strongly mean keep your head down. <S> Even as simple as asking a question in a meeting that others jump on can get you dismissed. <S> Just stay quiet, nod your head in agreement, and do exactly what your employment contract said to do. <S> Any manager worth their salt will understand exactly what you are doing and respond appropriately.
| It is generally not advisable to quit a job before you have already accepted a written offer from another company.
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Is it appropriate to leave office after working hours, even if being forced to stay to finish tasks? So I have been working in this company for an year now and the only problem I am facing since then is that I am forced to stay in office even my working hours are completed. We are not paid overtime here. 10 A.M to 7.30 P.M is our working time, means 9 hours 30 minutes. We have already discussed that this timing is too much for a Software Engineer but they didn't take any action. Currently, I am the only resource they have for projects so I am forced to stay and complete the tasks. They burden me with tasks and when it is time to leave they ask me to stay as tasks are not being completed. It is okay for me to survive this once, twice or thrice a month but this happens on regular basis. I always feel fed up as I have some other hobbies, interests or tasks to complete as a Freelancer too. How should I tackle such boss? Isn't it my right to ask them that I can't stay more as I have other activities to do? <Q> We are not paid overtime here. <S> 10 A.M to 7.30 P.M is our working time, means 9 hours 30 minutes. <S> [...] Several red flags I see, however to answer your actual question... If your working hours are already indicated, ending at 7:30pm, then by all means you are in full rights to leave after the end time or after you fulfill those 9.5 hours. <S> Now about the red flags. <S> Doing overtime without payment is surely not beneficial to you, and being "forced" to stay doesn't seem to be like the best work environment. <S> To worsen things, you indicate you have already brought this to the manager's attention, and no action has been taken... ... <S> Given all these things, it seems that it would be wise of you to update your CV and start seeking a job elsewhere (somewhere that at least has payed overtime, for your sake), as you will only end up burnout and continue to be exploited. <A> Ah the good 'ol days of forced labour and slavery... <S> A RE GONE! <S> ...in western countries legally anyways <S> Your options are: (chose any combination you like) <S> find another job and quit <S> Simply leave when your contractual time is over 1)they can't physically prevent you from leaving ( that pesky unlawful imprisonment thing ) <S> -they might terminate your contract out of spite though 2) <S> legally you have the law on your side(again,depending on country) <S> Tell them the deadline is too short <S> let them know you have other, private obligations (helps if you have a family, small children etc.) <S> Involve a union or employment lawyer Flat out <S> tell them you're willing to do overtime if a delivery is up <S> but you won't stay every day way over your contractual hours Whistleblow or leave an anonymous tip at the controlling governmental body About that time thing, keep in mind that your breaks are quite often not included in your time (depending on contract / law in locale) <S> So 9 hours at work including a lunchbreak and two smaller breaks count pretty much as an 8 hour workday... <S> Read your contract to be certain. <S> ... <S> Oh and if you're held against your will, involve authorities immediately. <S> -> call the POLICE <A> Okay... <S> Standard warning here. <S> Update your resume and float it. <S> Once you start to get interviews, pushback HARD <S> Don't mention that you've been on interviews or have offers (if any). <S> But, when you do, you can go in and negotiate from a position of strength. <S> At that time, make your desires known. <S> You don't want to deliver an ultimatum, but you want to state clearly that. <S> You are not satisfied with the hours <S> You are not satisfied with the pay <S> You expect them to address this immediately, and give them a timeframe. <S> If they don't at that point address it, they never will, and you will know it's time to move on. <S> If they do, then you can stay at your job with the new pay and/or hours. <A> Figure out how long it's personally optimal to stay. <S> I had a job at a company that, while not quite as bad as yours, was pretty terrible. <S> Our boss printed out charts every monday with the hours everyone had worked the week before. <S> If you were the person who worked the least, you'd get chewed out. <S> Sure, you put in hours of unpaid overtime, but you didn't put in as many hours as the others. <S> So you'd get reamed a bit - to encourage you to <S> not be the person who put in the least. <S> I worked there for ~18 months, and I wouldn't change anything looking back. <S> I improved my SQL skills substantially , going from "I can generally write simple Select statements" to "Bordering on full-fledged DBA". <S> I got exposure to some better programming styles as well as experience being a PM for a project I was in charge of. <S> You are probably going to want to move on to another job - you'll probably get burnt out staying where you are for too long. <S> But keep an eye on when it'll be optimal for you to leave. <S> If you're not getting much value out of the job right now? <S> You should probably move on as soon as you can. <A> This is just building off other answers (by the way, Welcome!). <S> Personally, I would say: If your other obligations are family or scheduled items or necessary for your physical or mental health; do not stay at work. <S> Ensure long before the day is over that these prior engagements are known to your supervisor and coworker in advance. <S> If this is "once, twice, or thrice," and does nothing other than inconvenience you, then let them know. <S> I suspect you are in a country where making demands or reaching out to HR <S> are not options, so play it cool. <S> and it was made clear earlier.
| Make known your schedule in advance, so you have at least the opportunity to say you were planning on not staying after 7:30 If you're developing valuable skills/abilities, it might be worth it to suck things up for a little while, until the amount you're learning/improving is outweighed by the stress of the job.
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Should I discuss my employment status with my boss prior to starting the process of buying a house? I am hopefully going to make this life changing purchase in the near future and I work in the software industry. Am I being naive to get some clarity on the financial status of the company I work for and the current status of my employment at the company before undertaking this process? Basically, should I ask my boss, "Hey, your not planning on downsizing in the near future, are you?" I have no reason to believe that I am not of value to the company and the company is stable and growing. <Q> Is it common practice to discuss your employment status with your boss prior to starting the process of buying a house? <S> I've never been asked that question. <S> I've never asked that question. <S> And I've never heard of that question being asked by a prospective house buyer. <S> Basically, should I ask my boss, "Hey, your not planning on downsizing in the near future, are you?" <S> In some public companies, your boss could not disclose that information if a downsizing event were upcoming. <S> Basically, you need to trust your instinct on what you see happening at the company, your knowledge about its stability and past experience. <S> Since you say that the company is "is stable and growing" it seems as if you already have your answer. <S> Remember that "in the near future" is short term, while a mortgage is generally long term. <S> You need to be financially prepared no matter what happens. <A> It needs a lot of care and trust. <S> By signalling that you'll have a mortgage to pay (or otherwise be in a financially demanding situation), it means that you'll be far less likely to resign. <S> Therefore, they might draw the conclusion that you can take much more pressure than before. <S> The only way you can do it is if you really trust your superiors and you are very sure about their honesty - and it would still need care. <A> Basically, should I ask my boss, "Hey, your not planning on downsizing in the near future, are you?" <S> That question? <S> No. <S> Is it okay to say this to my boss? <S> "I'm about to start the process of buying a house. <S> It seems like a good time because I like it here, the company is stable/growing, and I think I'm providing real value. <S> I'm really nervous about this life changing purchase, so <S> if I'm off base on any of these assumptions please let me know." <S> It is okay to say that. <S> If it is a publicly traded company they likely won't tell you... even if they knew you'd be laid off, because it would be their bottom out on the street if they did. <A> No job is safe. <S> If your manager says it’s safe, he may have been told not to tell anyone about forthcoming layoffs. <S> He may not know (I had one manager who was told one hour before me, and one manager who was told at the exact same time). <S> What you have to make sure of is that you have enough knowledge and practice so you can be confident to find a new job quickly if you need to. <A> What are you hoping to gain from the boss's answer? <S> Do you want reassurance? <S> What will you do <S> if the answer is, let's say,.. non-committal? <S> If you are employable elsewhere I'd take the facts as I experience them (without asking further) and present it as such to the mortgage company. <S> For example -- I've worked for XYZCorp for 2 years (or whatever) and have no knowledge of any upcoming change to that situation. <S> I was in the same (similar) situation myself in the past, lost out for 8 years due to second guessing myself. <S> (financial loss of ~$50k) <S> Btw, if it's a company of more than about 5 people then your immediate boss likely won't know any more than you. <S> Get hold of any publicly available financial reports, tax documents, etc (if published) <S> Take a critical view and then (imo) go for it unless you see any obvious red flags. <A> Just want to make a small point that your boss might not be at liberty to discuss this subject with you even if the decision you dread has been in fact already made. <S> Premature disclosure of such information may cost him his job.
| And even in private companies, few employers would want to provide any sort of solid assurance, as it could potentially be held against them should circumstances change. So in my experience, it is not at all common practice.
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Should I stay on a terrible job for one more month? In June 2018 I had an offer for a job in Japan. The conditions were fine: 9:00-18:00, paid vacation, language support and an ok salary. Personally I moved there because I really enjoy culture and aesthetics of this country, so as travelling, and I decided to take a shot. The Japan is great. It is a great experience. But job is a huge fail. Apart from technical aspects and the style of development here, there are some problems that are directly connected with the fact that my employer lied about working conditions. So, one by one: The job is not 9:00 - 18:00. You have to work at least 150 hours in a month, which leads to some terrible months where you have to stay at work up to 22:00. This is basically because I am working as an outsource (about that I was not informed too) and there is not a single word about 9:00 - 18:00 working hours in contract between my primary company and secondary. Just a minimum of 150 and maximum of 190 hours/month. There is no paid vacation. As you can see from point 1, I have to work for certain amount of time. So if I take a day off, I have to distribute working hours of that day to other, leading to even longer workdays. I am going to leave the company in the nearest two months. And as I heard from former employees, this is going to be messy. So, my questions are: Do you think I should leave ASAP? There is no professional growth in this workplace and I can't even have a good interviews because I am working at least until 19:00. From the visa point of view I am fine, and from the Japanese law point of view I have to work for 15 days before leaving, that is the only restriction. Should I conflict with the person who lied me about my job? There is also a thing called financial year, and it ends in April in Japan, so I think it is better for my employer if I stay until that moment. But should I care about that stuff? I am thinking of starting leaving at 18:00. This is stated in the only contract that I have signed. But my local bosses are going to be unhappy. It is really not their fault that my primary company is so full of sh*t. Some advice? P.S. I tried talking to a person who hired me, but he sees no problem there and just trying to be a good guy, blah blah blah, while in fact only thing he does is demagogy. <Q> Once you fulfill your legal obligations leave. <S> It is really not their fault that my primary company It's not your fault that it's not their fault. <S> Don't allow it to be a factor in your career, you don't owe them anything. <S> Should I conflict with the person who lied me about my job? <S> Not unless you must, just get out as quietly and professionally as you can. <S> There is no plus side to getting into the blame game. <A> I am thinking of starting leaving at 18 <S> Sounds good. <S> You don't like it there, and you'd have time to look for other opportunities <S> On another note... <S> The job is not 9 - 18. <S> You have to work at least 150 hours in a month <S> How many days do you work? <S> I'm supposed to work 40/week which is 160 hours in February and more in the rest of the months. <S> I don't understand the math, 9-18 is 9hrs. <S> Subtract an unpaid hour for lunch gives an eight hour day. <S> You would be over 150 hours on your 19th working day. <A> "Should I stay on a terrible job for one more month?" <S> I can not see any reason, whatsoever, explained in the question, why you would not simply leave.
| The simple answer here seems to be "No, leave now if you want to".
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