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No probation period on offer letter? I have received an offer letter from a company that I have been interviewed by but the offer letter does not have a specific probation period. I have been told that it's usually on the contract? I have 24 hours to reply and I'm not sure what to do. Should I email the person (HR) who sent over the offer letter or the person that interviewed me and has been in contact with me? PS: It's for 4 months of paid internship. If there's no probation period, am I obliged to stay for the whole 4 months internship? <Q> Certainly prefer emailing the HR person instead of the interviewer. <A> In many cases the probationary period can last for months or even years. <S> During that period the employer can fire you without a lot of documentation and with only a limited obligation for severance. <S> During the probationary period the employee when leaving has only a very limited or even nonexistent notice period. <S> In some cases these rules are defined by local labor laws, in other cases they are defined by the contract. <S> It's for 4 months of paid internship. <S> It is likely that the probationary period is the entire length of the internship. <S> That means that either side can terminate the working arrangement. <S> If there's no probation period, am I obliged to stay for the whole 4 months internship? <S> The actual contract for that sort of arrangement is generally not signed until the first day. <S> While you can ask about the contract, and you can ask about the specific terms; too many questions about the procedure for quitting will likely cause them concern. <A> The purpose of a probationary period is for the company to ensure they haven't made a bad choice, before it becomes difficult to remove you. <S> This is particularly common in the UK at medium-large businesses, for permanent contracts. <S> After a probation period, most companies policy involves multiple stages of goal-settings and performance plans; rather than trying to fire you on the spot (this is in part due to UK law on labor rights). <S> As such, if they realize a problem early - it is in their interest to end the employment instantly, rather than go through a prolonged (potentially longer than a year) process of writing you up, tracking your failings and firing you - all while being careful not to accused of wrongful termination. <S> For an internship, and also for many fixed-term contracts (especially if under 1 year length), as there is no risk of the business being stuck with you long-term - it's rare that they include probation periods. <S> Often the termination clauses in these contracts, is similar to probation in the first place, but even when it isn't - the worst case for the business is they simply pay you till the end of your contract. <S> There's simply not the same risk of getting stuck in a quagmire of HR policy and legal obligation, as for a permanent role. <S> So to answer directly; For an internship, this is expected. <S> Just accept the contract if you're happy with it. <S> If they wanted a probation period - they should have written one into the contract.
| Even if you don't have a copy of the contract, you should ask any questions regarding the offer that you have to the HR.
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Should I tell my manager I desire to start my own business in future? I work for a company now but I want to eventually start my own business.In the mean time, I want to learn, earn, and network at my current place (or another) so I am eager to take on new roles and responsibilities. Should I mention to my manager (or future manager if I interview for a new job) that I want to eventually start my own business in the future? <Q> I would not mention wanting to start your own business "in the future", for several reasons : <S> It may not happen <S> It is not relevant - you are not handing in your notice yet The manager could "skip" you for training as you are not committed to the company. <S> Just imagine if you have told your manager of your plans and then there is a 2 year MIT (Management In Training) post to be filled. <S> If the manager has the choice between you and one other, who is likely to be picked? <S> You, who will be leaving or the other employee who is more likely to stay (ignoring other external factors marriage, family issues etc). <S> So, work towards goals of progression, training and networking and if future plans work out then <S> that is just part of life. <A> While I somewhat agree with @Solar's answer, I'd like to offer another perspective to it. <S> Not every (sane) manager essentially takes this as a red flag. <S> It's commendable to have goals towards professional progression. <S> Running a business is not an easy endeavour and eagerness to do so shows professional ambition and strong will power. <S> Everyone needs a job initially to make a living as well as grow professionally. <S> Even most of your seasoned and highly successful entrepreneurs started their career working for someone else. <S> In fact if you end up getting successful, it will likely benefit your network, your team and even your current employer professionally (more than you realize). <S> Now about the second part. <S> Your mentioning about it should fall under proper context, so as not to be taken otherwise by your current or future manager, or the employer. <S> The tone should never coney intentionally or unintentionally that you aren't committed to your current responsibilities. <A> A positive example: A guy I worked with did this very well. <S> He was always very open about his ultimate goal: to become the CEO of his own company. <S> He took different roles that helped to him to prep for his goal (product management, sales, business, technical, etc.). <S> He did great work, his ever expanding background became very useful <S> and so everyone was happy. <S> When the time came and he left, we threw him a big good-bye party and wished him well for his new adventure. <S> This worked out great for all parties involved. <S> Obviously that depends a lot on the cast of characters involved and on the company culture, but this can be a very good thing.
| Having goals to setup a business doesn't mean you aren't loyal to your current job and employer. It totally depends on your manager and the context in which you are talking as to how your statement is taken.
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Workplace and coming out, bad idea? I've had quite a heated argument with a friend of mine recently. This argument concerned the fact that my friend is gay, and is planning on coming out at his workplace. From my POV doing so is both dangerous, and inappropriate. It's dangerous, since people in his workplace might be homophobics, which could lead to tensions (or worse) within his team, and could even harm his career short term. It's inappropriate, since his sexuality and his work are unrelated, and should be kept separate. Unless he was in a situation where his sexuality could affect his work, they should not be mixed. When I explained my reasoning to him, he considered my thought process to be homophobic. Which lead me to ask myself if he was right. So my question is : In general is it advisable to come out at your workplace, or is it something you should avoid ? <Q> It IS appropriate to discuss in the workplace (in certain contexts). <S> We are not machines at work. <S> People discuss or mention their private lives at certain times at work. <S> Something as fundamental as someones gender preferences shouldn't be a taboo topic. <S> That being said, there are appropriate and inappropriate times to discuss such matters. <S> There are legitimate reasons why he may consider not "coming out", but "sexuality and his work are unrelated" is not one of them. <S> Other things that are unrelated to work MAY include: <S> What you did on the weekend <S> The weather <S> The latest episode of Game of Thrones <S> Those new pair of shoes you're wearing Your friend is probably best placed to determine how their coworkers will react, and in addition, your friend is best placed to understand how important it is to them to get this out in the open. <A> Personal note: I'm a bi person who didn't come out because I think it's no one business <S> (but my own). <S> First I would talk about reasons to come out. <S> OR he's doing that because some situation at work make it "work related"? <S> OR there is some other reason. <S> Ask your friend if anyone in his workplace come out as heterosexual. <S> Is his work is ok with other sexualities but social norm and assumptions <S> make everyone think everyone is hetero? <S> What kind of coming out he had in mind? <S> There is a skit be Key & Peele "Office Homophobe" that show two types of how you could show your preferred sexuality. <S> In general coming out is totally dependant on the person. <S> It's much better to hurt your career than to stick to a place that make you feel bad. <S> If your workplace is sexually indifferent then might be no need for a coming out as no one cares. <A> my friend is gay, and is planning on coming out at his workplace. <S> It is important to understand what is causing your friend to do so? <S> It is highly dependant on the location as well as the kind of workplace your friend works in. <S> Again, it has nothing to do with the age of employees, but in general, with the growing awareness, younger generation tends to be more welcoming.
| It may not get frowned upon in a startups with most employees being young and progressive thinkers, whereas the same could be lethal in a traditional organisation with mid to old age employees. Is it to be done because he want everyone to know, maybe he come out to himself recently and would like to destroy assumption of him being heterosexual. I'd advise your friend not to do so, unless they have a strong reason to (Knowing the reasoning may require to expand/edit this answer).
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When talking about my career, can I say I work for a company even if I'm not an employee? When talking to people professionally, the second question I'm often asked is either: "who is your employer?" or "who do you work for?" I am in a difficult position when I need to reply because: I have worked for 2 years at a company named X. I am not an employee of X but as far as the pure work aspect is concerned, it's as if I were because I work all day with company X's employees, depend on company's X management and take orders almost exclusively from them. My job contract is held by company Y which has another contract with company Z. Company Z has another contract with company X. Contract hierarchy summary in short: Y is a subcontractor of Z which is in turn a subcontractor of X. Day to day operations: I work all day at company X offices with company X's employees and at company X's customers offices. Now you can sense my problem when replying. If I am answering question 1 I feel I should say company Y, while if question 2 is asked I think saying company X might be more appropriate. I wouldn't generally bother with these details, but X is much more famous worldwide than Y and if I reply X I typically avoid having to explain the "complex" contract relationship which is a natural follow up question that ends up leaving more confusion than anything in the mind of the person I'm speaking with. Saying "I work for company X" generally satisfies the question and does not need any follow up. In short my question is: can I say/reply "I work for company X" in a professional environment even if I am not specifically an employee of company X? To be clear: I always clarify, if the need arises, that I am not an employee of X and do not represent X in any way. This is a question related only to, say, speaking at a networking event where you typically wouldn't dive into the details of various contracts. <Q> I have a similar thing going on with my CV - in my case, I put it down as Company X (On behalf of Company Y) <S> And in fact, for me, it's even more complex because sometimes I'm actually personally contracted through a third firm. <S> In my case, all three are names I want to appear on my CV <S> so I've got one portion which is like this: <S> Company Z (2011 - 2014) <S> Company X (On behalf of Company Y) <S> * <S> * <S> CV Detail <S> CV Detail <S> CV Detail <S> Company A <S> (On behalf of Company B) <S> ** <S> CV Detail <S> CV Detail CV Detail <S> In my case it's pretty clear that I'm a project based worker, and wouldn't be employed by Company X or Company A directly. <S> Personally, I tend to answer in a similar way: <S> Who do you work for? <S> Oh, I'm currently working on a project at Company X, but I'm actually contracted to company Y <A> In short my question is: can I say/reply "I work for company X" in a professional environment even if I am not specifically an employee of company X? <S> You can't. <S> You can say something like "I work for company Y <S> and I'm currently deployed at company X". <A> What's wrong with: <S> Here's what I'm currently working on for them... <S> It's a networking event. <S> People in IT know that contracting is common. <S> I've been exactly where you are at. <S> Both as a straight contractor and a contract-to-hire role. <S> Don't over-analyze. <A> Yes! <S> I've worked at several Fortune 500 companies. <S> In one case I was a contractor. <S> Usually I would put "Big Name Company, Such and such Title (Contract)" on my resume. <S> I've passed background checks with that. <S> You just give the contract agency contact info when you provide references.
| My current position is as a contract employee at xyz Corporation.
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Is unspent vacation time a good argument in pay negotiations? In job interviews, discussing vacation time (PTO) is not too clever: it signals you are thinking about time not spent for the company.Does this consequently make it an excellent topic discussing during pay negotiation later on? In a meeting this Friday, I will list the reasons for which I deserve senior perks & pay grade.My boss will 1 downplay any number of my arguments & fulfill my demands to a lesser extent.I might have to make this an in-or-out situation, making clear that I really mean it. Adding to how much value I provide for the company.. I could also remind him of how unfavorable my resignation would be, considering (among other reasons) my impressive 2 number of unspent paid vacation days. Either pointing out the size of my potential last pay check.. or just casually mentioning that I feel like requesting a looong vacation soon. 1 I expect this because last time I wanted a substantial pay rise, he said "OK" and that was it, no meeting. 2 not uncommon in Germany; voluntary; pay stub confirms the number; unspent days carry over to next year & do not expire automatically <Q> Is unspent vacation time a good argument in pay negotiations? <S> No. <S> The company has already given you those days. <S> The fact that you have not yet used them is irrelevant. <S> From the company's standpoint, any value that those vacation days provide is already in your possession to either use or cash out if you leave the company. <S> Your boss will surely be aware of this, making this a poor argument for a salary/benefits increase. <S> Focus on the value you add to the company instead of attempting to indirectly threaten the company. <A> It may signal that you are not very good at managing your own schedule and resources. <S> The "threat" of having to pay a handful of PTO days is insubstantial compared to the overall cost of turning over a position, and it's not even the tiniest of drops in the bucket compared to the cost of an employment lawsuit. <S> In other words, it's not going to significantly change the cost of you leaving, and if you're trying to threaten, it's not exactly a significant thing to threaten with. <S> Threatening a long vacation would be counterproductive as well - basically, you're implying that you're going to go away without bothering to help transition or backfill your position, which does nothing but make you look unhelpful and selfish - not the attitude you want to portray when you're asking for more money. <S> The best technique when asking for a raise is to make it about the value you bring to your employer because of your skills and abilities. <S> You want to make yourself look valuable. <S> Threats don't add value. <S> Not taking PTO doesn't add value (as pointed out in a comment elsewhere, the employer has essentially already paid for your PTO in terms of their book keeping). <S> If you're going to ask for a raise, be ready to demonstrate the value you bring to the company. <S> Be able to show how that value has increased since your last raise. <S> Portray yourself as a dependable employee. <S> Don't threaten or try to hold your boss captive. <A> All other issues aside, this would be a very foolish argument. <S> Depending on your contract, when you leave, you may be able to get your days "cashed out" at your current rate. <S> This means that if you have $30k of leave currently, and you get a 10% raise, that $30k becomes $33k. <S> Which means immediately, the company's liability increases. <S> So, basically you're asking for a free $3k upfront, and then using it as a negotiating tactic.
| Companies allot time off because they know employees perform better when they use it. This could backfire in many ways: It may signal that you may be a workaholic - someone who works so hard for so long that they get burned out.
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Not been paid even after reminding the Treasurer; what should I do? I am an independent contractor for a non-profit. I usually send my invoice to the president who ensures she pays me within a week of sending the invoice. This responsibility was moved to the Treasurer in May and he is yet to pay my June and July invoice. I sent him an email last Thursday to remind him that my June payment has not been made and I have not heard back from him since then. I saw his response to someone's else email after I sent him the email which means he must have seen my email and I am pretty upset. I am thinking of sending an email to the president to let her know I have not been paid but I don't want to have issues with the Treasurer since we work together but it will most likely keep repeating itself if I don't do something about it. Any advice for me, please? The position is a remote position so we don't get to see each other <Q> Call the treasurer. <S> Sometimes email gets lost in transmission, or automatically marked as spam <S> : she could be simply not receiving your email! <S> It's best to resolve this simply if it's a simple problem. <S> Stop performing work for this organization until they've paid you for the outstanding invoice(s). Send a final email to the Treasurer and copy the President on the email. <S> Let them know what your acceptable time frame is for receiving the payment. <S> If they fail to pay the invoice(s) in the time frame you specified then send them a Demand for Payment letter informing them that your next step is to get an attorney involved. <S> If the Demand for Payment letter doesn't motivate them to pay the invoice(s) then consult an attorney on what your next steps should be. <S> Make sure that your invoices clearly state your payment terms (Net 15, Net 30, etc.) <A> Any advice for me, please?. <S> You tried sending emails to the Treasurer already, and you have already 2 months due of payment (!). <S> This is what I suggest you do: <S> Sometimes emails aren't as effective as picking up the phone and calling this person . <S> You can also stand up and walk to their office/cubicle if possible. <S> These ways are more efficient in getting a response from someone. <S> Explain to this person that your payments have not been done, and that it is highly important for you to have your payment. <S> Wait <S> the amount of time you are willing to wait for the payment to be completed (just, don't wait for another 2 months!). <S> If that time expires, write an email to the Treasurer, copying the President, and exposing the situation (again) in a professional way (simply state the fact that you are still waiting for your payment and <S> if there is anything you can do to help complete the process). <S> This should be enough for the Treasurer to understand the urgency and pay you, and the President will also be aware of this situation and probably take steps to make sure this doesn't happen again. <A> I am thinking of sending an email to the president to let her know <S> I have not been paid <S> You should send a reminder to the Treasurer, and CC to the President. <S> While the President paid you promptly, it's not a huge surprise that the Treasurer would manage vendor invoices more slowly. <S> Still, you want to make sure you actually get paid. <A> You've already got a number of good answers to your specific situation <S> but I'll outline how I handle things like this in general, which can then be used in your specific situation. <S> Send email to X person about Y issue. <S> Flag said email to follow-up in 2 days. <S> If you get to day 2 and haven't heard back, Reply All to the email you sent and flag it for follow-up in 2 days. <S> This keeps the thread intact (so you and the recipient can both see the history) and say something like "I never heard back on the email below." <S> After doing step 2 a couple times (each time adding the reminder flag), I Reply All again and usually add the person's manager and add some polite (but to the point) <S> note <S> like "Is there someone else that help with the issue below? . <S> " <S> That way once you get to the supervisor-type person, you can clearly show the history of your requests without a response. <S> NOTE: <S> 2 days is just an example period. <S> You should adjust based on the urgency. <S> In your case, send your first few emails to the Treasurer. <S> Once you've given them a few times to respond, add the President to the thread. <S> If calling is an option, you could definitely go that route if you still aren't making any progress <S> but I would make sure that the email thread is sent to the President before calling. <S> I like to make sure that "the boss" is aware when their reports (the Treasurer) aren't getting things done in a timely fashion. <S> I don't know where you live <S> but you may have some legal grounds to threaten with since they are so far behind on payments. <S> You'd have to investigate your options there based on local laws.
| Politely remind them to complete the payment and ask by when should you expect it to be done.
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Can an Iranian get an internship at an American company(namely, IBM)? Here’s a little bit of backstory: I moved in to Canada from Iran 2 years ago with my family with just a Visitor’s Visa but after I attended school for 6 months, I got my Student’s Visa and I’ve been studying in Canada ever since (I’m a minor). Last year, I was approached by my math teacher that, given that I exceed 8th grade math, I can take an advanced grade 9 math course at my city’s high school. I finished that in 1 semester (usually, it’s 2 semesters but since it was an AP course, it was only 1 semester long) and for the last semester, I took a grade 11 computer science course. When I asked my teacher how this would affect my future, she told me that when I finish all my high school math and CS courses in 3 semesters (1 year and a half), I could get an internship at a tech company, most likely IBM (please note that my teacher most likely didn’t account in the fact that I’m Iranian). Last night, I had a talk with an Iranian friend of my dad’s (a resident) who told me that non-resident Iranians couldn’t attend many conferences and are not able to get jobs because of America’s current situation with Iran (he got his PR a couple of months ago and didn’t have a job before that). I then told him that the cybersecurity faculty of UNB (the main university in my city) is mostly composed of Iranians to which he replied they’re mostly residents. So it got me thinking, does the fact that I’m a non-resident Iranian stop me from getting an internship at an American company (in my case, IBM)? EDIT I am trying to work in Canada for an American company. Thanks in advance! <Q> Part of the problem is: you're not asking the people that can answer the question best. <S> Keep in mind, most companies have a group of people dedicated towards making sure smart, talented people can find their way into their workforce: Human Resources. <S> It's their job to answer any questions you have about the best way to navigate your way into a tech career with them - and they may be able to even offer some advice that will help you out. <S> I'd go to IBM's web page, and navigate around the Support/Contact-Us/Careers/etc section until you find a page that will let you send an email or submit a question to them. <S> For instance, I found: <S> https://www.ibm.com/contact/us/en/?lnk=flg-cont-usen ... <S> though this is the US version of the site, so you might need to find something similar for Canada. <S> One final note... you might not want to get too stuck specifically on IBM. <S> Nothing against them, and nothing against working for them. <S> But the Tech world is awfully big, and there are a lot more places to do IT stuff than just one company. <S> Anyway, best of luck on your quest! <A> Putting aside any issue you may have with entry Visas, etc., you may have issues with IBM's requirements for ITAR compliance [1] and Export Administration Regulations (EAR) Commerce Control [2]. <S> For example, Iran is on the list of prohibited countries that can never receive ITAR controlled products (and thus anyone who is or could become e.g. by entitlement an Iranian citizen is forbidden from coming into contact with ITAR controlled materiel), and my understanding is that IBM's government cloud offerings are certified to store ITAR controlled materiel, so you would never be allowed to work in that part of the company. <S> I suspect the same would apply to commerce controlled products e.g. high strength cryptography. <S> So, you may be able to work in some areas of IBM, but it is by no means certain and you should definitely verify any arrangements with your internship coordinator and the company ITAR control office (if they're big enough to have a dedicated one) or security coordinator before commencement. <S> This may seem unfair, but the law is quite unyielding in this regard and you must understand the company's position - serious violations of ITAR can result in large fines (in the 10's of millions for the company, I don't recall the maximum for individuals) and even jail time (I think the upper bound is 10 years). <S> So companies do have to take compliance extremely seriously. <S> [1] https://digitalguardian.com/blog/what-itar-compliance <S> [2] https://www-03.ibm.com/products/exporting/ <A> The problem is not that you are an Iranian. <S> I personally know several Iranians working at IBM and other IT companies in Canada. <S> This includes certain student permits -- does yours say that you are allowed to work? <S> If not, this is what will prevent you from being employed by any company in Canada. <S> You can check all the conditions that you must meet to be able to work in Canada on the Canadian government web site .
| You can only work in Canada if you are a Canadian citizen or permanent resident, or if you have a visa that allows you to work.
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How to convince the leadership into taking designer decision with the designer The problem: Me and my teammates (medium level developers) are constantly rewriting interfaces, because leadership is not involving the company designer when making decisions about the UX. They are involved lastly in the process, only after the interface is already done. This causes not only visual changes, but many structure changes too. I think this is very time and resource wasting as in the best case it takes 1 month to rewrite some interface. Isn't our time as developers the most expensive for the company? My questions: Am I right to think the designer should be involved from the start - in the decision making stage? The leadership does not see a problem in our process. How to make them see it? Actions by now: We tried to complain durring the process, but mostly we are getting ignored or answered with "Do it this way for now." or "We don't know what we want yet. Do it and we will see." Additional info: The interfaces are usually very complex, because our company is providing enterprise products to the clients. Usually one UI contains tons of data, different tables, charts, custom views and all kinds of controls you can think of - all depending on each other and on many security rights. Usually one developer (rarely 2) is assigned to create one UI. Current process: Two-three leads/managers decide to create new interface. They explain the idea to the devs. They do not write specifications, best case is email with some details. Devs work on the new idea 2 weeks or more. Meeting - managers don't like what they see ( their own decisions ) and think of other versions. Devs work another 1-2 weeks. Meeting - managers don't like what they see even more and propose third version. Devs work. Meeting - managers gets to conclusion the first version was the best. This repeats and after all managers are satisifed with the interface - the designer is approached . The designer inspects the project and creates huge document with screenshots with corrections of the whole UI. Another version of the project is created. The designer checks it again and after all fixes it gets to production . UPDATE: I just want to add that meanwhile we have other tasks, often with higher priority (bug fixes for clients, or other client requests). That is why we find this very frustrating as a process and we find it easy optimizable by just using the UX designer in the beginning. <Q> Am I right to think the designer should be involved from the start - in the decision making stage? <S> Yes, you are. <S> Most development environments I have worked in to include the designers input in the beginning . <S> Furthermore, their opinion carries considerable weight. <S> The leadership does not see a problem in our process. <S> How to make them see it? <S> Besides pointing it out to your manager there isn't much you can do . <S> If your manager cannot convince leadership that there needs to be a change in the development process, you don't have much hope either. <S> You appear to be working in a very dysfunctional environment. <S> And without a process and or a design document, you will always be aiming at a moving target. <S> This will continue to be very frustrating . <S> Document changes to the agreed upon UI yourself (as a team) . <S> This way you have some ammo when the Why did this take so long? <S> questions come. <S> My other advise would be to start looking for another job, as your biggest problem won't be solved by a process or documentation. <S> Your main problem appears that everyone in your chain of command seems to have an opinion on the UI . <S> That by itself is okay, but it appears to over-ride the UI experts ( you ). <S> Too many cooks in the kitchen ruins the stew ( application in this case ) as they say. <S> Especially if the cooks do not have any experience cooking. <A> We can all talk about what is "typical" or "best" in terms of process or who is involved in decision making, but what it all boils down to is the challenge you expressed here: <S> The leadership does not see a problem in our process. <S> How to make them see it? <S> The thing many line-level staff fail to do is understand what motivates leadership. <S> You may have many arguments about efficiency, cost, rework, supportability, or other factors that are important to you, but those things may (legitimately) not be important to your leadership. <S> Or maybe they are, but the leaders are simply ignorant. <S> So, before you try to make any argument for changing your process, make sure you understand what motivates your leadership. <S> Is it: Ultimate flexibility in the product functionality? <S> Ultimate flexibility in the UI look and feel? <S> Matching the UI look and feel to a certain style, or a certain client's preferences? <S> Making a product that fits a certain client's functional needs? <S> Making a product at the lowest possible cost, <S> no matter what? <S> Making a product that's sustainable for X number of decades, <S> no matter what? <S> Your concerns about wasting time iterating through design and development may or may not be important factors depending on which of these (or other) things are important to your leaders. <S> If the leaders don't care about "wasting" dev time, or you can't explicitly tie dev time to something they do care about, then you may just come off as whiny and stubborn - not an ideal situation! <S> So - before you try to come up with your pitch for changing the process, or decide you need to leave that employer, think carefully about how to relate your argument to something you know <S> the leaders care about. <A> It sounds like your managers need you to follow an agile software development process, but nobody has actually said that. <S> There are several versions of "agile" but all are intended to work with incomplete specifications, and a "customer" who will review the product at intervals. <S> Agile processes generally work on repeated cycles. <S> You produce the minimum product that can be demonstrated, and show it to the "customer". <S> They come back with a list of improvements. <S> You record them, prioritize them, and start working on the highest priority ones, to produce the next version to show the "customer". <S> Repeat the process round and round until the "customer" says it's done. <S> Agile processes work on the assumption that you will frequently be tearing up old code and re-writing it. <S> You need to follow the best practices to stop that becoming a nightmare. <S> If other priority fixes come in from outside, add then to the "to do" list.
| There are some steps as a team you can take to mitigate this: Follow SOLID design principles. Separate the business logic from the UI in such a way that if a change is made, only the UI is effected.
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Missed and returned two calls with HR so far - Should I apologize? I have missed, and promptly returned, two calls from the HR recruiter. One to schedule a phone interview, and the second to schedule an in-person interview. Both return calls were about 20 minutes or so from the initial missed call, and I apologized both times. However, these were brisk apologies, and I didn't think to provide a reason for missing the calls. I just kindly said "I am sorry for missing your call" and went on with scheduling the interview. I feel as though I should send an email to the recruiter and further acknowledge my apologies for missing both calls. I don't want the recruiter to think that I don't respect their time. Would an apology email be too much? I am expecting an interview confirmation email, and this could be a natural response. <Q> Would an apology email be too much? <S> That's a difficult question to answer since none of us are this person trying to call you. <S> That said, it's somewhat typical for recruiters to have to play a bit of "phone tag" with candidates, especially since recruiters are typically calling candidates during normal working hours, and many candidates are working current jobs - which can make it awkward, since you probably don't want to take a call about an interview if you're sitting among your current coworkers! <S> In short: unless you've made specific arrangements for a call at a specific time, it's somewhat expected to have at least a little back and forth and a few missed calls. <A> Yes an email is too far. <S> I'm sure they are used to not getting an answer straight away <S> , that's why we have voicemail. <S> As long as you are polite and apologise over the phone on return call. <S> Remember they are paid to place you, you calling them back is a favour to them. <A> There's no need to apologize. <S> They could easily send you an email suggesting one or two times for a scheduling call or one or two times for the appointment.
| As such, there's certainly no need to go out of your way to apologize.
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Underperforming in my new-ish (~1 year) role but boss hasn't said anything even with prompting in regular catch-ups. What if anything should I do? I started a role at a new company about a year ago but due to various factors I don't think I've been able to get "up to speed" as much as they perhaps expected (it was a new role to the company, so there wasn't anyone in the role before to compare to). Primarily because the boss is over-committed and hasn't been able to give the time to handing over information (although the role was created because the boss was over-committed I think - it is a "splitting out" of some tasks from the boss's job). I have been working on projects, but feel like I'm under-performing. People ask me things, that should be within 'my' area of expertise, but I don't know the answers because within the company I haven't reached that point of understanding of why things are the way they are, why or why not can we change things in XYZ way, etc. I have a 2-weekly (and it was weekly in the past, initiated by me) catch-up / one-to-one in which I talk about ongoing projects etc. I've prompted my boss numerous times with things like "is there anything you want me to do differently" "is there anything you're concerned about with how much I'm getting through" and I even explicitly said "I feel like I'm not achieving as much as I ought to be" etc which got the response of (something like) "oh you are, I know its difficult, everything is very open-ended here, what's the status of the XYZ project.. yeah I can see why you're having trouble with that". I feel like I'm waiting for the "Other shoe to drop" to be called up into a meeting to be written up / put on a PIP (Performance improvement plan) / etc. I hate uncertainty and not knowing what's going to happen etc (mostly due to previous past experiences in jobs -- e.g. coming back from a long-planned vacation to a disciplinary meeting which went on my record). My question: if I think I'm underperforming in my role but I've addressed it as directly as I can with my boss who says they are happy with what I'm doing -- what could or should I do differently, or how can I get to the root of what my boss really feels about it? Edited to add: I'm not new to the workforce or fresh out of university. I'm in my late 30s with almost 20 years of experience at numerous companies, mostly as a highly rated performer! But this is the first time I've encountered something like this. In the past there have been a few occasions where bosses didn't like what I was doing but they brought it up -- either directly, or in a sort of "people have been saying that they were concerned about so-and-so" kind of way. I do have a bit of "what am I going to be surprised with next?!" baggage from previous jobs - at different companies. <Q> I do have a bit of "what am I going to be surprised with next?! <S> " <S> baggage from previous jobs - at different companies. <S> Sounds like a psychological issue. <S> Take inventory of the facts: <S> Your boss is happy Your work is new to everyone and you are doing the best you can with what you have <S> You're an experienced worker who knows how things are done <S> You said it yourself that you have some unresolved anxiety picked up from previous life experiences <S> Repeat these to yourself whenever the feelings come up. <S> Keep an open line of communication with your boss and keep doing your work. <S> THat is probably the best you can do. <S> Having said that also try not to come across as too insecure, you still want to have a brand (yourself) to sell. <S> If you believe you might have some anxiety issues it might be a good idea to speak to a doctor for a diagnosis/treatment. <A> Welcome to my life. <S> You might be suffering from Impostor Syndrome ( https://en.wikipedia.org/wiki/Impostor_syndrome ), it's extremely common amongst fresh grads and people new to the workforce. <S> I'm told it will dissipate eventually and your confidence will grow as you learn more stuff and/or realize that everyone else is just faking it the best they can too. <S> If you are doing the best you can with what you've got, and are regularly soliciting and taking to heart advice on how to perform better, there's not much else you can do. <S> It's up to your manager to help grow you as an employee. <S> If you are under performing it is their job to identify that and help you improve. <A> I always feel that way too. <S> Probably your boss sees your potential and knows that you will eventually get it. <S> Given your track record as a high performer, this is probably what will eventually happen. <S> In the mean time find other experienced personnel that are less overworked and tap into their help. <S> I did this when in my 30's at a new job <S> and I learned a tremendous amount from those who had been at the company 30+ years. <S> We can't always rely on the boss to bring us up to speed. <S> Put in a little extra and creative effort <S> and I believe you will get on track, even impress others. <S> Then you'll feel less insecure about your contributions.
| And read like crazy about whatever subject matter will improve your ability at this work. Look for people who have been at the company a long time and could use some interaction.
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How do you tell a boss you get on well with that you're leaving? I might take a new job. I applied for a new job after a very good manager at my current company departed. My friend was promoted to the manager position in the meantime. I will be getting an offer and likely take it. My friend is under-qualified and is working 60 hours a week to try and learn (only paid for 40). I feel bad leaving them at this critical career point. How do I convey my departure in the best way if I get the new job? <Q> You tell your manager/friend right after you send your resignation letter to HR. <S> Not before. <S> And don't feel bad leaving him. <S> It was his decision to make a career change. <S> You are not being compensated for that (and it appears, neither is he). <S> Depending on how good a friend he is, you can tell him in an unofficial setting <S> you think he's in a bad position and that you feel sorry for leaving him. <S> It's not always easy to separate roles, but at work, he's your manager first, friend second. <S> Outside of work, the order may be reversed (or not, that all depends on how good a friend he is). <A> I would tell that friend before accepting any offer that you have applied to several job positions because of your current financial position and your career prospects. <S> Make it very clear that you did not look for a new job because your friend was promoted manager, but because you feel it is in your best personal and professional interest. <A> If you're definitely leaving, you may even want to sign and return it first to make sure nothing puts a hurdle in the way (background checks / references / etc). <S> It can help here to negotiate a start date that includes a little longer time than your notice period. <S> Then you can tell your friend first, and officially notify the company of your resignation. <S> Explain that this new job is a great opportunity for you to grow, and if your friend really is a friend, they will see that it's in your best interest to move to a new job. <S> It's only if you wanted to use the job offer as a bargaining chip that you might consider telling your boss (to illicit a counter offer), but I think you should still wait until the offer it made when doing this too.
| Don't tell anyone in your workplace that you're leaving until you have that solid job offer/contract in your hands, even if they are your best friend. But it's better to tell this near or after the date you're leaving than way before.
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When and how to mention the topic of promotion shortly after starting I was offered a position in an area that interested me. It was below my career level but I was offered it with a very specific justification, which also made sense. We had a long discussion with the employer, during which I expressed that I was looking for a more advanced role. We settled that I would accept the more junior role with worse conditions that those I was seeking, but "if everything goes fine" get promoted very quickly, within the first months. This was expressed explicitly during the discussion. There's nothing about it in my contract, since you don't mention such things in contracts in my country. I've now started. I have the impression my manager thinks I will spend years on the current grade. Why do I think so? My manager encourages me to "experiment" with tasks and not feel pressured. Also, I don't think the projects which I'm about to take over offer me the opportunity to show what I can - my function will be more junior than what I did before. What is the right time and way to approach the topic of promotion? I don't want to come over as delusional, given I've just started, but I accepted the position believing it was temporary and a way for me to show what I can and I'm stressed that it doesn't look like it. <Q> I would go down the route of; <S> I applied for a more senior role, and was told that as long as I proved capable within the first few months I would be quickly promoted, can I please have some feedback on how you think I am doing <S> and if there is anything I need to focus on specifically to help obtain the senior position as discussed :) <A> I think that you made a blunder by trusting an promise without any kind of written statements to back that up. <S> They can simply bow out of these promises and string you along. <S> Making promises about promotions seems extremely risky to me, since they don't even know how good you actually are. <S> Why do I think so? <S> My manager encourages me to "experiment" with tasks and not feel pressured. <S> Give them time to access your skillset. <S> This ties into my previous statement <S> , why should your boss promote you without some proof of your competency? <S> If i was in your position, i would access if i like the workplace and the current tasks enough, so i could work on them for 6 months and discuss my results with the boss with the intention of getting a promotion. <S> The outcome would dictate if i stay or leave. <S> There's nothing about it in my contract, since you don't mention such things in contracts in my country. <S> Furthermore, it may help us, if you could state where you're located for this kind of question, if you want more specific answers regarding laws or regulations which may apply here. <A> Either he is OK with giving you the promotion that you discussed and you get what you wanted, or he is NOT OK with the promotion, in which case you'd rather find out sooner instead of wasting a few years in a junior position you don't want. <S> Bring up your concerns in a calm manner.
| Then bring it up with your boss.
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Is it wise to ask salary raise for a company which probably would not do it? Is it wise to ask a salary raise to your chief or just move on to another company? I am about to talk with her in a Personal Business Plan. I like being here but my salary goes under-inflation and my company probably won't do a salary raise. If I say I want a salary raise, I just gave them the signal that I would be moving on, they might drop (they won't fire me but won't give me new projects maybe). I can't decide this because this is my first company, I came here back after my mandatory military service, I take a new offer from here with a good salary rise (good at that time) from when I came back from military service but now inflation hits hard overall. They always say we would like to hear your problems and other things, I am only promising (for my perspective) and young person who can move on easily, they might accept it because I hold some projects that hard to transfer others (nobody in my department have these skillsets for these projects, I am the only Python'er guy and have some other domain knowledge). It is really hard to decide, thanks in advance for the help. Note: this is a big international company and salaries almost always average for all. I don't think they are looking for individuals performance. Note 2: I work hard for like last 6 months, I improved myself a lot since then. Note 3: Working here 1,5 years and having a break and then almost 2 years. Totally I have been working here like 3,5 years. I am probably getting underpaid. <Q> Disclaimer: I don't know your country, culture/economics may make my answer not best suited to your case <S> It is normal to ask for a raise regularly. <S> Of course, you can't ask a 10% raise each month, but an annual raise linked to inflation is, in my opinion, a minimum, as otherwise it means you lose money. <S> If you are doing your job well <S> and if you feel you are underpaid, it's perfectly ok to talk about this with your manager and ask for a raise. <S> Asking for a raise doesn't mean you will leave, it just means you want to be paid properly according to your skills. <S> In fact, the real risk of you leaving is if you could be paid more elsewhere. <S> Therefore, it's not you asking for a raise that will make you leave, but only them refusing the raise that will make you leave. <S> Edit: <S> 3,5 years without a single raise seems a lot, even more if your country suffered from a high inflation during this time. <S> If you think you could easily find another job, I advice you to just ask, and consider leaving if they refuse it. <A> No-one gets fired because they ask for a pay raise. <S> Not many people get pay raises without asking. <A> In your 2nd note you mention you've been working hard for the past 6 months. <S> Generally a pay raise would be requested/discussed yearly, unless otherwise stated during your contract discussion. <S> So while you should always be able to ask for a pay raise if you feel like you've been performing well or growing in your job, most companies are usually not too keen on granting a pay raise only 6 months after hiring someone.
| Asking for a raise is your right, and doesn't mean you will leave
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Are children a reason to be rejected for a job? After working for 5 years in an industrial environment I want to change to Academia. My CV matches the positions where I applied so far pretty well, but until now I have only received rejections. I don't know how to handle these rejections, because I'm not used to that. When I wanted to change jobs in the past, I got an invitation for an interview and after that at least one week later I got a contract. During a short interview by phone, the interviewer asked me if I carefully considered everything regarding such a position, since I have kids. Could it be possible that the reason for rejection is that I have two kids (which I mention in my CV)? Should I delete personal information like this from my CV? Edit For the ones that are interested in the answers from Academia, I just posted my question here Small Update Got an invitation for an interview :) <Q> (It is in dispute if this answer is suitable for Germany) <S> Are children a reason to be rejected for a job? <S> Yes. <S> Are children a VALID reason to be rejected for a job? <S> No. <S> How can I prove they rejected me for this invalid reason? <S> You cannot. <S> Remove the personal information from your CV. <S> You may want to take a close look at your CV to make sure there are no other "red flags" (legitimate or otherwise) that may decrease your chances. <A> As you didnt put a location I will bring in my German perspective: <S> Here, it is common to get only yearly contracts when working in academia(even for doctoral degree roles) and thus having an unstable income. <S> Another point is you will need to work long hours in order to finish your degree, which might be a problem when you have to take care of your children. <S> I think those are the main reason why the questions regarding your children are coming up. <S> From an employer perspective, it can be seen as a problem or an obstacle. <S> If you are okay with having to work long hours, having a lower income and an unstable job, then leave the information about your children out of your CV. <S> You can still talk about it during an interview and highlight your ability to handle family and working long hours. <A> I can only speak from personal experience, but most likely your children are not the reason: in Germany, it can be incredibly difficult to get into academia. <S> Our university has a daycare for children and if you can’t get a spot there <S> and no one from your family can take care of your children while you are at work, you are allowed to take the children to work or pay a babysitter (which will partly be paid by the university). <S> I‘ve heard many times that it is difficult to get a job in academia, especially if they don’t know you <S> and/or you didn’t study there. <S> When I considered dropping out of academia and taking another job, a lot of people (from other universities as well) told me to reconsider, because it would be very hard for me to get back into an academic position after working in the industry. <S> Even if your CV looks good and your experience is valuable, it is very likely that the children are not the reason, they just preferred someone they knew, someone who studied there or was recommended to them.
| Given that somehow the fact you have children has ended up on your CV, and you're having trouble landing the position, your CV probably needs a bit of work.
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Is it ok to read or refer to notes on the company during an interview? I just got an interview request for a Cancer Charity next week. Since I’m ASD, my memory isn’t the greatest, and when I get anxious or nervous I often forget things I know I should know. I’m making notes on the latest updates the company has listed on their website and I know I’ll never remember everything. I’m doing this because usually the interviewer asks what you know about the company and I don’t want to be sat there with my mind completely blank and failing miserably to remember anything... I did say in my application that I had a disability, but I’m not sure if it would be acceptable to have notes on hand to refer to when I get stuck... Any and all advice welcome and appreciated! <Q> Is it ok to read or refer to notes on the company during an interview? <S> I say it's fine. <S> When I go to interviews I always bring some notebook and pen, so I can write down relevant things I hear or see and be able to remember them after the interview. <S> This also makes candidates "look better", as it shows that you are interested in what they say (compared to arrive empty handed to the interview). <A> They don't know what's in your notebook and don't need to. <S> Just flip it open and refer to something real quick and then go back to conversation. <S> It will indicate you are prepared and taking the interview seriously. <S> I can't think of any reason at all why having notes would ever be perceived as a bad thing. <A> Employers actually like to see that the person has done their research on the company, shows interest in their company and a start to great work ethic with them. <S> They cannot pass you up because of your disability, that could be a law suit. <S> If anything, use it in your favor: "One of my weaknesses is memory-loss (not sure what your disability is...) <S> so I have learned to write everything down. <S> This not only helps turns my weakness into a positive but also helps for reference in the future if ever needed." <S> Don't be ashamed! <S> Play with it in your own words and kill the interview ;) <A> I think it's perfectly fine to refer to notes when you're asked questions about the company or when you're asked if you have any questions. <S> I was actually impressed by a candidate who pulled out prepared questions when I asked them if they had any questions for me. <S> The prepared questions showed that they were motivated and interested in the position. <S> Both big pluses in my book.
| Many/most people bring a notebook to an interview with them so you can bring copies of resume with you, take notes on what they're saying, and come prepared with answers to common questions. I don't see how bringing some notebook to an interview can harm you in any way.
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Ethics of using email of high profile contacts wrongly displayed at group email Summary: Got access to email of people I would like to contact by an accident of the sender, is it ethical to contact them? A few years ago I attended an important event. The invitation was sent by accident to all participants (about 25 people), but we could see each other's emails due to a mistake of the person who sent the emails. Now, I am organizing an event and would like to invite these people to attend. The event 2 years ago was relatively small, so I did meet some of these people, however they did not give me directly their email. In academia, this would not be a problem, however, this event was a business/politics event and the people I would like to contact are CEO's of companies, top members of the government and the media, that is, they do not have their email available to the public. Because of this, I believe they will be suspicious of my email from the beginning, even if I mention the event we both attended. If one of these people replied, it would be very advantageous to me, but I don't want to damage the reputation of the event. Also, I was invited as a student to the event, so I do not have the same professional status as they have. I would like to know your opinion of what to do. I have consulted some friends and it looks like this question is highly cultural dependent. Some people think sending the emails would signal I would really appreciate their presence in the event and I went out of my way to get their contact. For other people, I am only damaging the reputation of the event I was invited to for my own personal benefit. This group of people I want to invite belongs to a variety of countries, so I would appreciate if you could mention your background when replying. Thank you! Edit 1 Thank you for the comments. I decided not to send the emails. Ripstein, the emails are not public. Hilmar, I think there could be a positive response because the topic of my event is related to the interests of the people I would contact from the list (I would contact only about 5 people, not all attendants) and they might be able to attend since the event will take place several months in the future. Droid, that's my favorite comment, it would be uncomfortable. However, it is hard to use that as a parameter because organizing an event makes me feel constantly uneasy, so it is hard to judge when I am pushing too far by oneself. Laurent, I think in this case it is not classified as spam legally because(1)I would only email ~5 people, (2) it is not malicious. Edit 2 I would prefer not to add the location because this event involves mostly foreigners in the country it took place, so it could be misleading. Adding further details of the nationality of the involved could make links to the event, which is also undesirable. <Q> Got access to email of people I would like to contact by an accident of the sender, is it ethical to contact them? <S> Furthermore, you might find your email address on the users permanent SPAM list. <S> Also, in some locations it might be illegal . <S> If you decide to proceed anyway, use the BCC feature (Blind Carbon Copy) so that you do not make the same mistake as the other person. <S> ( You don't want to re-share the email addresses ) <A> Don't use e-mail address from few years ago from a non-official source Many CEOs have a public e-mail address (first.last@company.com). <S> This may not go to the CEO directly but it does get read, pre-screened, and forwarded if it's relevant enough. <S> Don't overthink this. <S> Unless your event is truly special the likelihood of someone famous showing up is low, even if you get through their media defenses. <S> Instead: Ignore the bling and focus on making your event a real success: <S> Try to reach out to the people that are most relevant for your event and that can benefit the most <A> Unethical? <S> Yes. <S> Illegal? <S> Reading https://cenkuslaw.com/annoying-email-confidentiality-disclaimers/ makes me think it isn't. <S> You don't mention any explicit confidentially disclosure in the original email but even if there had been one it sounds like it probably wouldn't be legally enforceable anyway <S> (emphasis mine): <S> Confidentiality obligations generally arise via contract, such as by signing a non-disclosure agreement (in my business law practice, I deal with NDAs a lot). <S> Contracts, as you likely know, require both parties to agree – what the law calls a “meeting of the minds.” <S> Dropping a standard confidentiality disclaimer at the bottom of every company email doesn’t unilaterally impose on a recipient of an email a duty of confidentiality. <S> It does not unilaterally bind the recipient to an agreement regarding the email footer language since you can’t unilaterally impose an obligation of confidentiality on someone. <S> If they aren’t already obligated to keep the information you share with them confidential ( <S> e.g., due to having signed a non-disclosure agreement (NDA) or for some other reason) , your email disclaimer isn’t going to change that <S> – the recipient is free to do what they want with your email. <S> If an explicit confidentially disclosure isn't legally enforceable then I can't imagine how an implicit confidentiality disclosure would carry any more weight. <S> Of course, it would probably be better to ask about the legal aspects on the law SE. <S> Also, as a general rule of thumb, if ever you find yourself questioning whether or not something is illegal, it probably means it's unethical, at the very least. <S> Practical Considerations: <S> If no one asks how you got their email addresses <S> then it's probably not going to be a huge issue. <S> Of course, if they're a bunch of VIPs and you're not then the odds of them even opening up your email are slim to none. <S> (US citizen BTW) <A> Your question is wrong. <S> Legality and ethics are completely irrelevant here. <S> The question is: What will you tell your boss if he gets emails from several people in reasonably high positions wanting to know why you are spamming them, with an implied “make sure this stops or else...”
| No , it is not ethical.
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Is it common to be in company for 9 hours per day when having a 40 hrs/week contract? My employer (a German AG company) asks us to stay in the company for 9 hours per day to fulfill a 40 hrs/week contract (as a data scientist). So, a typical day would be from 9-18 which includes 8 hours of work and 1 hour of a mid-day break. My imagination was that a 40 hours contract is equal to being in the company from 9-17 including the lunch break. So, I was wondering if this is typical among the majority of German companies or even it is the same in other places like the UK and US? <Q> Most places you are expected to put in 8 work hours and lunch does not count and is not paid. <S> From second answer to "8-to-5 <S> vs. 9-to-5 as acceptable regular work hours" <S> I'd add that while that's true, in some types of jobs like software development and sales there's almost always flexibility in scheduling. <S> Management realizes there isn't a 1:1 relationship between your productivity and the time you spend at the desk in the office. <A> Perfectly normal. <S> A 40h contract is 40h of work without breaks. <S> In addition according to German labor law your company has to give you a break after 4h of work, so working for 8h straight without break is not allowed. <A> All the places I worked is 9 hours per day. <S> 1 hour lunch, 8 hours of work. <S> You do not have to stay at the work place for your lunch break, and you can leave for your hour lunch. <S> Some folks do not take the lunch and leave an hour earlier than others since they worked their full 8 hours day. <S> In some cases, you get an hour lunch and 15 minutes midday breaks. <S> The 15 minute breaks are usually on company dime. <S> In recent IT circle like Facebook and Google, some companies mimic the company policies by having gyms, cafeterias (catering), and even beds at the work places to make people feel like they should and ought to work even longer than 40 hours, all for free since they're salaried and can't get over time. <S> They even give on call phones and laptops all to make people work longer than they should without paying them for it. <A> A 40 hour contract is for 40 hours of work . <S> Lunch and breaks do not count as work and therefore are not part of the expected 40 hours. <S> Depending on your position and the industry you're working on you have more or less flexibility on your work schedule, being able to do half hour lunch break and leave half an hour earlier or arrive half an hour later, or leave earlier in one day and then stay longer on the other day.
| Now if you're asking if it's unusual to be asked to work all 9 hours, then yes, that is a bit unusual and sounds to me like they're abusing your contract (asking for a free hour of work, basically).
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Can an employer require a salaried employee to work a minimum number of hours in the US? A lawyer once explained to me that, because an exempt salaried worker may be expected to work more than 40 hrs without additional compensation, the employer can expect a worker to work around 40 hrs/wk, but cannot require specific number of hrs, as long as that person is performing a reasonable amount of work for the workweek--meaning sometimes it might be more, other times less, but overall it will probably average 40+ hrs. The lawyer clarified that this is the tradeoff an employer makes for paying a salary rather than an hourly wage. Because if the employer can impose a minimum of 40 hours, then a salary is never advantageous over an hourly wage for a worker. Can anyone substantiate this claim that an employer cannot require a minimum number of hours? What is the specific passage in the FLSA (Fair Labor Standards Act) or other US or state legislation that backs it up? If it makes any difference, this lawyer is from Iowa, but if I recall correctly, the claim may not be limited to Iowa. <Q> A lawyer once explained to me that, because an exempt salaried worker may be expected to work more than 40 hrs without additional compensation, the employer can expect a worker to work around 40 hrs/wk, but cannot require a minimum of 40 hrs--meaning sometimes it might be more, other times less, but overall it will probably average 40+ hrs. <S> The lawyer clarified that this is the tradeoff an employer makes for paying a salary rather than an hourly wage. <S> Because if the employer can impose a minimum of 40 hours, then a salary is never advantageous over an hourly wage for a worker. <S> Your lawyer friend was speaking legalese. <S> While they may be technically true, your lawyer may have failed to mention that in an at-will state (like Iowa), your employer can fire you for any reason, or for no reason at all, with very few exceptions. <S> If someone is expecting the FLSA to protect their ability to work however few hours they prefer, they should proceed with caution. <S> If someone is looking for an opportunity to work fewer hours, they should investigate the company culture thoroughly before accepting an offer. <S> That would be far more effective. <A> My California-based company (with employees in multiple other states) paid exempt employees hourly. <S> If I remember correctly, you could take unpaid leave (subject to manager approval) by simply not entering hours on your time sheet. <S> There was a law change. <S> They stated they had to pay us a minimum of 40 hr/wk <S> and you should work at least that much. <S> If you fell below that at the end of year, you'd be having a talk with your manager and HR. <S> They still pay us hourly. <S> After that change in law, they added a NO PAY option to add to your time sheet if you were taking unpaid leave so a time sheet should always have at least the minimum required hours for the pay period. <S> A related issue is that many employers establish minimum hours for benefits with full benefits requiring 30 to 35 hours of work. <A> This is from the US department of labor : (I bolded the key sentence) <S> Being paid on a “salary basis” means an employee regularly receives a predetermined amount of compensation each pay period on a weekly, or less frequent, basis. <S> The predetermined amount cannot be reduced because of variations in the quality or quantity of the employee’s work. <S> Subject to exceptions listed below, an exempt employee must receive the full salary for any week in which the employee performs any work, regardless of the number of days or hours worked. <S> Exempt <S> employees do not need to be paid for any workweek in which they perform no work. <S> If the employer makes deductions from an employee’s predetermined salary, i.e., because of the operating requirements of the business, that employee is not paid on a “salary basis.” <S> If the employee is ready, willing and able to work, deductions may not be made for time when work is not available. <S> I had one job where I was salaried. <S> We were paid monthly and were paid the same amount no matter how many workdays in the month, we had unlimited sick leave. <S> This isn't about working hard enough to keep your job, this is about how they have to pay you while you are employed as a salaried employee. <S> So if you think the work is done and you only worked 30 hours, you still get your full salary. <S> Of course if your boss is unhappy with your performance, they can fire you. <A> California law requires a certain standard to be met before employees can be considered exempted salaried. <S> If the employers deems the employees exempted the pay is rather simple... if the employee works part or all of the day the employee is paid for the entire day. <S> If the employee doesn't work any part of the day..one would turn to the sick or paid leave section to determine if compensation is due. <S> Of course the attendance policy is always in play and should be considered to avoid discipline action. <A> Go to the dol and read fact sheet 17A. <S> Theres only 7 times shen you can deduct from an exempt persons salary and then only on full day increments... <S> any day no email, texting, phone calls fact sheet 17G <S> The concept is exempt employees are paid by the job not the hour. <S> And if you pay them less than the full their regular weekly wage that is "improper docking" which could result in you loosing the exemption for ALL employees in that job description. <S> If you loose the exemption youll pay all the employees as hourly with a look back period of 2-3 years. <S> So whats an employer to do. <S> Write them up for not doing their job. <S> get a written policy requiring the use PTO by the hour. <S> I teach this... <S> What city are you in? <S> connect with me on linkedin
| In a company that expects you to work 40 hours or more, working less could easily lead to your dismissal.
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Does "you are too senior for your role" mean anything real? I complained to my line manager about another division's manager being far too junior for his responsibilities.I wasn't asking for a promotion or raise, but I was baffled by the implications of having a junior person in a very senior role. My manager identified the problem as me being too senior for my role.It's the first time I hear "you are too senior for your role".I just don't know what it means, if it's a real issue or if it's just gaslighting or nonsense. What does "you are too senior for your role" mean, from a career perspective? Can you be fired for being too senior for your role? <Q> You are too senior for your role means the opposite of you are too junior for your role <S> In other words, he could have said: "If seniority was the only thing that mattered, you'd be in a different role." <S> There are a variety of implications that stem from this interpretation, and maybe it's something to think over. <S> If you are unclear on the meaning, you could also just ask you boss what he means. <S> I would also refrain from passing judgement on reporting lines themselves, but instead highlight actual concrete issues to your boss, without attributing the issues to the idea of "seniority". <A> What does "you are too senior for your role" mean, from a career perspective? <S> Can you be fired for being too senior for your role? <S> It means you should be looking for a new job, since they can get by with someone far more junior than you. <S> It probably also means that you shouldn't be complaining about other managers if you value your current job. <S> As @PatriciaShanahan wisely points out in her comment, "Given the context, it may just be a snappy comeback for the "too junior" complaint. <S> Stereotypically, senior people are more likely to complain about junior people just because they are junior, rather than for some specific problem." <A> What does "you are too senior for your role" mean, from a career perspective? <S> It could mean that if you leave the company (willingly or unwillingly) it will be very difficult for you to find another job of the same position. <S> I'd take it as a friendly hint that you would be wise to go for a promotion. <S> On a side note I've seen managers get employees in other departments fired after that employee rubbed the manager the wrong way. <S> Giving unsolicited opinions about managers to their friends and associates is risky. <A> Maybe it was just an off-hand silly comment but <S> what they might mean is that you are too expensive for the role. <S> Senior / Junior really comes down to experience and of course cost. <S> If they put someone with your wage in that role they would have to justify spending that amount of money on the role. <S> In tech companies that often want young ill-experienced people working on projects as they are easier to boss around and have working for long hours. <S> Maybe they meant that in that role you wouldn't fit in as you wouldn't fit the young tech person type. <S> Can you be fired for being too senior for your role? <S> Yes but instead of fired you will be "made redundant" and a few months later the role filled with cheaper employees happens all the time. <S> Seniority isn't always a positive thing and there are industries where it is the norm to get rid of older employees and replace with younger employees for example IBM . <A> I would assume (optimistically) that is simply an expression for "let's look together for an increase in your responsibility". <S> Pessimistically it could mean something like "why haven't you looked for an increase in your responsibility". <A> Actually, yes, you can be fired for being "too senior for your role". <S> At least in my profession. <S> You didn't mention what your profession was, and it doesn't sound like you are a programmer, but I will share my perspective, since that was one of the two questions that you asked. <S> In my company, you are expected to progress through the ranks within a time table. <S> That means when you start out it is fine to need a lot of help and direction from the seniors in order to do your job, but each four year period of employment had better see you advance through the ranks or you will be laid off. <S> I believe this is an imitation of the practice that the bigger employers have adopted (Google, and maybe Amazon as well). <S> The ranks are carefully crafted, for example, rank 2 might be that you look for bugs to fix on your own and take some responsibility for improvement, on up to the highest level of non-management, which is being a company expert in some technology which the company needs. <S> If you don't advance, it is taken as a sign that you do not have the initiative or capability that they want to see in their employees, and you can be laid off because of that. <S> In any case, it sounds like your employer was hinting that you should be doing something which you are not doing. <S> Since he didn't come right out and say what it was, my recommendation would be for you to ask for a meeting <S> (a little formality makes you sound more serious) tell him you are a little worried about being passed by, and to ask him what you can do to improve. <S> Be respectful and make it clear that you are listening to what he has to say. <S> At the very least it will give him a better impression of you. <S> It is better to be thought ambitious than to be a person who does only enough to "get by". <S> And it may be that you can greatly improve your standing in the company and your salary by changing how you approach your work.
| Your manager was probably trying to get across the idea that seniority alone may not be the only requirement to fill a position.
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How can I prevent my current low salary from affecting future salary negotiations? In a few more months, I will be reaching the 2nd year mark of having been in the workforce after leaving university with a BSc. Most would consider my academic credentials to be above the norm. Yet, most would also question the reason as to why my remuneration is behind the market rate. I am located in Asia where a request for candidates salary by recruiters/HR is a commonplace practice. What I have: A degree in both Maths and Physics and a minor in a subfield of Commerce - all of which were completed simultaneously. Two conference papers - one of which is in the "Harvard" of all journals in that field - the associated journal paper is currently being worked on. Stellar academic reference from professors who were alumni of the big "H". ~3 years of computational modelling experience with Python. In the last two years, I have made a couple of detrimental career decision , some of which borne out of a lack of market research and some of which borne out of frivolous decisions. Mistakes: Lack of market research diligence when it comes to salary benchmark for people of my academic qualification and skillset. I failed to recognise where I stood in the market only until in the recent few months when things were becoming clearer. Leaving two jobs within 10 months - one of which was a research role but not before publishing a conference paper before I left and the other in a prestigious Internet payment company. Relative to my credentials, I am underpaid in my current role. While I did negotiate for a greater degree of flexibility upon realising they couldn't afford me - leaving early, clocking-off in-lieu, I recently learned from recruiters, whom I have built a strong personal and professional rapport with, that I am ~30% underpaid relative to my current remuneration package, much higher than what I thought at the time of negotiation for my current package. I have been in my current role for ~12 months, a nameless small to medium sized firm. To support the fact that I am underpaid relative to market norm, my strategy is to make the recruiter give me their best guess as to what I should be getting given a combination of their experiences and factors relating to my credentials - and always, this results in them providing a figure ~30% above what I'm getting. My predicament: At the 12th month mark after my graduation, I have been headhunted by stellar tech travel companies and reached out by in - house and 3rd party recruiters where they encouraged that I apply for their expat and senior roles. "McK&C" and well - known global sovereign fund have also invited me down for interviews - and while I failed these interviews, knowing that these companies are extremely selective in their selection of interviewees eventually made me realise how important it is for me to conduct my due diligence on salary benchmark - in some ways, it gave me a gauge as to where I stand. In the recent months, I have been trying to rectify my mistakes through looking for a new role (my company is unable to afford me more than what they are offering at this point and this is a plain - clear fact). In my bid to do so, I face two recurring issues: Recruiters are persistent in asking for my current drawn salary. The reasons for which they do so, I theorised: Lowball my renumeration package with their company. Gauge my level of credentials and skills based on my currently drawn salary package. From the horses (recruiters) mouth; to justify if the jump from my currently drawn salary to my expected renumeration package is justifiable. because of 1, there is a long - term malignant effect on salary compensation. Often, my strategy is to stop replying or to abruptly hang the call if I smell "lowballing" tactics from them. My time is finite and given that I have recognised the costly mistakes from my poor decisions in the past, there is greater cautious on my part to be drawn into something that would result in "lowballing". Question: Can there be a better and more diplomatic manner yet, specific method, to bring up my current renumeration up to market norm in my interaction with these people? How does one efficiently strategise the negotiation? Keep in mind that my decision to look around and, therefore, move out of my current role where I've been in for only ~12 months complicates my situation. Personal question for the folks: Is the damage done to my career irreparable? <Q> I would suggest two things: <S> Clearly state your target salary at the start <S> Know the current market salary <S> so you don’t price yourself out of range. <S> If your target is in the range of the market salary then this strategy should work. <S> This somewhat assumes that your actual salary is lower than the market salary, but that seems to be the point... <A> Highlight the pluses of you current situation and sell them as a reason to your low salary. <S> Make clear to the recruiters that you accepted a lower salary because of the outstanding work/life balance (maybe borderline lie...), when they play the lowball card ask about work/life balance at the new workplace and ask that they put it in writing, then downplay their attempt aiming for an higher salary because of the lack of evidence. <S> May work or not, but imo is worth a try. <A> In one of your comments you indicated that most of the recruiters are offering you a 20% raise and that this is something that they are very reluctant to deviate from. <S> Ignoring internal promotions, this leaves you with four options: <S> Accept a 20% pay rise and stick with the new company for a few years. <S> Fight the system. <S> Depending on how pervasive the system is this may be hard (but worthwhile) or it may be all but impossible. <S> The other answers have some good suggestions as to how to go about this. <S> Evade the system. <S> Find work in another country to break the cycle of strict 20% raises. <S> Different countries have different currencies, salaries, and associated costs of living. <S> This means employers will find it harder to base your new salary on your current salary and are therefore much more likely to look at your skills when making an offer. <S> Are you happy with your current standard of living? <S> Do you enjoy your work? <S> If you answered yes to both those things then it might be a good idea to focus on that and worry less about the exact salary. <A> Why don’t you give the headhunters your current salary (including benefits) and in addition your minimum desired raise? <S> Getting a 30+% improvement seems to be a quite normal reason to switch jobs (especially when switching roles). <A> You're currently employed, right? <S> So you're not desperate / have a bit of leverage. <S> Tell them the reason you're looking for a new position is you feel that you're underpaid and you will only accept $xxxx (+ benefits/whatever) for your compensation package. <S> Also, most recruiters are a waste of time. <S> There are some good ones, but for the most part you're better off applying directly or as a referral. <S> (At least that's the case here in the US). <S> If you get a better offer somewhere else and they don't match, maybe you're not as valuable to them as you thought you were <S> (or maybe they really couldn't afford an extra 20% pay)
| Finally -- you mention your current company "can't afford to pay you more" that is the oldest excuse in the book for not giving someone a raise. Accept a 20% pay rise and aim to change jobs as swiftly as possible, compounding the raises from 2-3 job changes (only do this if you feel it would be culturally acceptable to change jobs multiple times).
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Do employers care about where you did your Bachelor if you have a Master's? I'm currently doing my Bachelor at EPFL, a top rated university for computer science (top 10-20 worldwide) but also very difficult. I was pondering whether or not I am wasting my time since I am planning on doing a Master's anyways somewhere, I may aswell go to an easier uni for my Bachelor and have more fun since I am young, then do my Master's at a good university. Or do employers care whether or not I completed my computer science bachelor at a top rated university in general? <Q> It entirely depends on the employer, many will take notice. <S> More sophisticated employers will definitely include it as part of the data considered when looking for new team members. <S> You should always choose the more academically rigorous and acclaimed path if you can. <S> Part-time programs could be a good option if you need extra time for things like caring for a family member. <S> Search for scholarships, provided by the school and other institutions to offset the cost. <A> Your undergraduate university and major are good determinants of your first job post graduation. <S> You got into the university because you had the raw intellectual ability to succeed <S> there - working hard (early) will prepare you for your first job and in subtle ways later in your career. <A> I think all the other answers make a good point, however it's also worth noting that (most of the time) attending a better/more difficult university will likely also give you a better education. <S> So even if an employer doesn't care at all about where you went, the extra technical knowledge you gain may make a difference. <S> If the reason the degree is more difficult is because the content is more difficult or there is more content in general. <S> Then I'd say it does make a difference. <A> A degree from a highly regarded university like the The Ecole polytechnique fédérale de Lausanne serve a lifelong purpose for you when you want a job. <S> It gets your job application noticed by human resource people and, to some extent, hiring managers. <S> It makes you stand out from the pile of applications and gets you the interview. <S> When you go to the interview you can speak for yourself. <S> It doesn't matter whether it's a bachelor, master's or <S> PhD. It works. <S> If you want a long technical career this will help you.
| Employers generally have target schools for various reasons - academic rigor, regional affiliations, research collaborations, etc., so you will be exposed to better/different opportunities depending on the school you attend (you can easily research this aspect at your university's career center). Downgrading your academic experience to have more time for goofing off seems like a bad trade-off over the long term.
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HR Director was insulting, should I point it out before taking new job? During my hiring process, the HR Director said I was not worth the company's offer. That I would never get a better offer anywhere because I didn't have much experience (I had 15 years). They spoke in a demeaning, rude way to push me into not negotiating further. After I told them they were unprofessional and I ended the conversation and told them to keep the job offer, the company CEO called me up to apologize and explain that he and the team I would work with really valued me. I ended up taking the job, but now within 6 months I have the better offer the HR Director said I would never get. I want to point out how wrong they were, because their words were soul-crushing at the time. I want the company to know that should never be a tactic taken with any new hire again. Is there a way to do this? Or should I just leave without bringing it up. It was so painful at the time, it's hard to not want to point it out, because they were so wrong, but for a person with low self-esteem, a part of me believed it and nobody should have to feel that way. <Q> The company surely wouldn't share your resignation letter with the remaining employees. <S> Writing an open letter to the remaining employees is a sure fire way to burn bridges, create animosity, and potentially damage whatever relationships you have left at this company. <S> It seems to me that your real motivation is to exact some kind of "karmic" revenge on the HR Director because of their insulting behavior. <S> Such motivations never end well for anyone. <S> You might mention it in an exit interview if there is one, and you might write an email to the CEO explaining it to them, but that's as far as I would take it. <S> In work, as in life, we'll encounter bullying, harassment, unfair treatment, demeaning behavior, etc., etc. <S> You're allowing the behavior of the HR Director to hold power over you. <S> Your skills are worth more than they told you and you've proven that by getting this new job. <S> Stop letting the words of the HR Director hold power over you. <S> Move on. <S> You've proven to yourself that they were wrong. <S> Let that be enough for you. <S> You don't need to "get back" at them. <S> Be bigger than that, be bigger than them. <A> now within 6 months I have the better offer <S> the HR Director said I would never get. <S> Does the new offer aligns with your future career goals and is a professional progression for you? <S> If yes, sure go ahead and take it. <S> Or should I just leave without bringing it up. <S> Exactly do this. <S> Considering your entire narration, silently moving would be your best response (revenge) as it gets the message across in the boldest way. <S> However, if the new offer is merely a pay increment (without any other form of career progression) and all it serves is to prove that you are worth more than you were valued, you need to think if it would be in the best interest of you career to take the offer or bring it up to the HR. <A> I think the main issue for any individual in this situation is about one’s own self -esteem. <S> If one has an adequate level of self-esteem these sort of situations will not be troubling and let alone an issue. <S> Yes, bullying and degrading comments are wrong but <S> it’s the reality out there. <S> And one will face such again and again. <S> Answer lies with our own self -esteem !
| My advice to you is to leave it alone. Merely mentioning about it to them without any intention of actually taking up the job won't do any good (even show you in weak light), and will end up burning bridges with a co-worker . You don't need to explicitly state it to the HR director.
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How can I shift my job responsibilities back to programming? I am a junior developer. I was hired 2 years ago as a software developer in a small company (About 20 people). My job was clear: programmer. The work went very well. I developed everything that was required and completed under schedule. So I started helping my colleagues. Mainly with customer care, because of their difficulty in proceeding. I like helping other people, but now it ended up that most of their work is turned over to me and new programs are given to other people. Now, I rarely do my original work, that I studied for, was hired for, and is what I want to do. On top of that, it is a better paying career long-term. Did I cut myself the branch where I was sitting on? Any advice? What can I do to transition back to my old role of programming? <Q> First step should be to talk with your manager. <S> Explain to them what you have explained to us here and state your wish to get more programming work. <S> Assuming that your manager agrees with your wish, ask them how long it will take them to transition your role fully back to programming (a transition period of one or two months seems reasonable to me, but you know your workplace best). <S> Their reply here will give you a clue whether they really mean to let you move to your previous role or whether they are just stringing you along. <S> Observe the workplace in the coming months. <S> Are you given programming jobs? <S> Is the amount of time you spend doing customer care decreasing? <S> You need to be prepared to leave this job if necessary. <S> While all of this is going on, apply for other jobs to keep your options open. <S> Don't let them stick you into a role you do not want if you have other options. <A> If you're unhappy with your current responsibilities, and want to get back to what you were doing before, there are a few things you might consider: Talk with your manager. <S> Express you desire to spend most of your time working on software. <S> Ask for a way to transition your responsibilities to something like 80% programming, 20% other tasks. <S> Talk with colleagues in roles that might better own your current tasks. <S> You should feel empowered to do this even without talking with your manager, but you can also ask your manager for help moving the responsibilities to other individuals. <S> Decline to take on non-programming tasks. <S> Just because you've been helping the team out by taking on these extra tasks, you're not obligated to continue. <S> When asked to do something outside of your position's scope, politely decline and suggest the role or individual who might be a better fit for the work. <S> Ask a leader in the company for help. <S> A more senior member of the team may have a better view of the work needed across the organization and can either help you rebalance your responsibilities or help you understand why your current tasks are critical. <A> You are doing customer care because you are good at it <S> and there is nobody else to do it. <S> They can't just reassign you to programming, because then nobody does customer care. <S> So how do you get out of it? <S> By getting a replacement. <S> So you need help. <S> Assist with finding a second customer care person, either externally or from within the company. <S> Train that person so they can do your job. <S> Point out that with your replacement doing such an amazing job <S> and there not being that much to do anymore <S> , it would be far better for to company to send you back to programming.
| If talking with your manager and peers doesn't seem to improve the situation, you should talk with a trusted leader of the company. If there is programming work you could be doing, but you're bogged down with these other tasks, talk to the folks who would otherwise own them and suggest transferring the responsibility. Point out that even though you are doing the best you can, customer care is really not your area of expertise (you are a software developer, after all) and you have far too much to do with keeping all the precious customers happy.
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Letter closing for the cover letter Does closing my cover-letter with salutations or closing phrases like sincerely yours or yours truly make it look like an email? If so, how best to close the letter? <Q> Sincerely, seems like it would be appropriate just about anywhere. <S> Sincerely yours , or Yours truly definitely do not sound appropriate. <S> You would use those in a personal communication to someone that you're close with/to. <A> OK, I started writing letters before email was a thing. " <S> Sincerely" and "Very truly yours" were appropriate ways to end a business letter. <S> If they make it look like email to you, that's because you have been taught that emails should look like business letters. <S> Go for it. <A> Assuming you are writing a full cover letter ie a direct pitch as to why you meet their requirements. <S> If you mean just a five to ten line email with a word or pdf attachment - you could use the above or Just "Best Regards"
| The formal way in English is: "Yours sincerely" when you know the person you are addressing, "Yours faithfully" when you are starting your letter with Dear Sir/Madam, etc
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A friend from college asked me to refer him to a software job at my company and I don't feel comfortable doing it I am currently an employee in the client services department of an extremely selective financial institution. I graduated college recently and just started my full-time role a month ago. Today, a friend of mine from college asked me to make a referral on his behalf to recruiting for a software developer job at the said institution. He studied computer science in school, has internship experience in software, and did research. I believe him to be a pretty smart person. But I told him it wouldn't be a good idea for me to make a referral. Am I a bad employee / friend for doing so? Here's my rationale: I did not study computer science and have no software experience (I studied English). I can't vouch for his technical skills objectively (I can subjectively say, as his friend, that he's competent). I am also a very junior employee in a completely different department; my voice likely does not have much sway in hiring decisions. And, while I like this friend, I know he has some personal idiosyncrasies / oddities that may be a poor fit for this work environment. (He may be better suited for an actual tech company.) In general, I am unsure about sticking my neck out for people I care about but whose professional qualifications I know nothing about; I feel uncomfortable referring people on purely personal connections alone. <Q> Here is how you make everyone happy, make the referral and state exactly what you said here: <S> " He studied computer science in school, has internship experience in software, and did research. " <S> " I did not study computer science and have no software experience (I studied English). <S> I can't vouch for his technical skills objectively ". <S> Did he apply already or planning to apply? <S> If he is asking you for a referral meaning he is basically asking you to "apply for him", then redirect him through the "formal" applying process. <S> Unless you really like him and him working with you on daily basis, then get his resume and forward it to the hiring manager, with the above two bullet points. <A> I think you may be overthinking this. <S> You'd be much happier at (insert tech company name) with your skillset and goals.' <S> Equally, you could make a referral for him to the hiring manager at your company and say in that email that he is your friend, you can't speak for his technical skills but that you know him as smart and integer. <A> No you are not a bad friend or bad employee for not referring him. <S> If you're uncomfortable or truly believe he's not a good fit for that company then by all means tell him that. <S> He may get a little annoyed with you <S> but he'll probably get over it pretty quickly. <S> However, if you do decide to give him a referral then don't over think it. <S> Simply forward his resume to the relevant people (usually the hiring manager) with a simple message saying something like <S> "I have a friend who's looking for work <S> and I think he might be qualified for <S> but I cannot personally vouch for his skill set" and let them take it from there. <S> They may decide to give him a call or they may decide to dumpster his resume. <S> Either way you did all that you could do at that point. <A> What worked for me in the past was something like: <S> I'm not involved in the recruiting process <S> but I can forward your CV to HR <S> At the time it was actually possible for me to do so and that's what I did, with no endorsement or suggestion to HR <S> but: a friend of mine read a job posting for position XYZ on our site and asked me to pass on his CV YMMV obviously, your friend may not be happy with that answer or you may not be allowed to forward a CV internally <S> but if it works your involvement is minimal and your friend is happy.
| You can tell your friend 'hey, I don't think you'd enjoy working here.
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Show resume when asking for raise? I've been working with a company for a couple of years now; Things are generally okay, but I'm starting to contemplate looking for a change or an improvement somewhere... Either a higher salary, significantly more PTO, more work-from-home, etc. Something to make it more 'worth it' for me. I don't necessarily explicitly want to leave, but I find I'm generally just not excited about my job anymore and I feel it would be pretty easy for someone to poach me with the right offer. I recently updated my resume, and at the end of it, I was feeling very, very confident about myself. Greatest resume to ever walk the earth, exponentially better than the one that I originally applied with a few years ago. I started to think, If I were to ask for a raise, my manager might just consider the work that I've done here at this company and their personal experiences with me when responding to it... (Which is definitely okay, I've done a good job, I just haven't worked with this manager very long) However if my manager were to see/look at my resume when responding to that request, I feel it would likely drive home a bit of fear that "Oh..... This person is prepared and will very likely get hired somewhere else at the amount they're asking... It will be a monumental effort for us to replace them if they leave, which from the looks of it they could easily do if we don't give them this...." and cave; My question is, is this a normal thing to do when asking for a raise? I feel like it would be a useful tool, but I feel as though it would also worry them that I'd been looking for other offers or preparing to leave. If I've gone this far, should I just get an offer or two first anyway? I'm likely on the higher end of the pay scale for my position already, but I have leverage in that if I were to leave, it would likely take months to fill the position with a new replacement; there's only one of me and I develop/maintain an application that ~500 users rely on each day at our organization; Likely much longer to find someone at the same level of experience (niche market), and even then they would have a very long time (1 year+) to spin up / get acquainted with the system, why things are built the way they are, etc Edit: This is not a duplicate of the other question on how to go about asking for a raise, because this question is specifically asking, would it be appropriate or confrontational to show/use an updated resume as a negotiating tool when actually asking for the raise. This isn't something that's mentioned or addressed in the suggested duplicate question or its answers. <Q> Maybe instead of calling it a resume, reformat and make it an experience list. <S> The manager would make the leap of thinking - "Wow! <S> With a little reformatting, this is an excellent resume. <S> " Explain how your priorities have changed, and you want more flexibility. <S> Ideally you get that with the current company, where you are a great fit, and have specialized essential skills. <S> If there is room for a raise, work from home, etc. <S> , they would be foolish not to work with you. <S> Don't wait for other offers, act soon to get the motivation you are looking for. <S> You might be surprised by what they - who know you better than a new company - can do. <A> Don't think it's normal. <S> Resumes are intended to help you find a new job. <S> Not negotiate at your current job. <S> Something similar to a resume is the list of accomplishments you've had at the current company & that's something you can use. <S> I'm likely on the higher end of the pay scale for my position already, <S> Some other normal things to ask for would be title, bonuses and benefits/perks. <A> Your specific question was, <S> My question is, is this a normal thing to do when asking for a raise? <S> That's easy to answer - <S> no, it's not normal. <S> In the broader sense though, you seem to be implying that your motivator in asking for a raise is that you're bored (not excited) and want more compensation, and <S> your (indirect) vector for getting this from your employer is implying that you're a flight risk. <S> I would caution you on both of those points. <S> Of course, everyone wants more money, but money is generally not a permanent solution - a few months from now, you may find yourself just as unmotivated. <S> So - before you pursue a raise, or a job change, make sure you know what excites you (or doesn't) about work, and what motivates you. <S> Regardless of if you stay at your employer or switch jobs, knowing your own deeper motivations can help you make decisions that will keep you feeling satisfied, regardless of if an employer gives you a specific raise at a specific point in time or not. <S> Further, threatening to leave is almost never a good idea. <S> If your manager is not trustworthy, they may take this as a sign that they need to start looking for a way to get rid of you (since you've just polished your resume and are implying you could leave). <S> "I might leave" doesn't say anything about what you've accomplished, what your skills are, what you're capable of, or how you're adding value to your employer. <S> Employment is a simple arrangement - you contribute value to an organization, and they give you money. <S> If you want more money, be prepared to show how you're adding more value. <A> However if my manager were to see/look at my resume when responding to that request, I feel it would likely drive home a bit of fear that "Oh..... This person is prepared and will very likely get hired somewhere else at the amount they're asking... <S> It will be a monumental effort for us to replace them if they leave, which from the looks of it they could easily do if we don't give them this...." <S> Not really. <S> It's more like <S> the manager knows you're getting underpaid and just hopes you accept your current position as is. <S> Now if you went and got a job, that sends a clearer message that you're not willing to stay around for the asking price. <S> They'll either come with a counter offer or they'll hire someone for a bit more than what they're paying you now. <S> Overall though this plan will backfire. <S> You're already willing to stay at the price you accepted, so assuming they'd be afraid you'll leave will backfire in many ways. <S> I would just make a list of accomplishments, then ask for a raise. <S> Maybe bring salaries in the current area and what they make for similar roles. <S> Assuming a scare tactic will work won't and showing a resume as if you're looking for a job will only make the manager attempt to look for your replacement if he thinks you're leaving, not beg you to stay.
| If your manager is trustworthy and well intentioned, the best way to justify a raise is to show your value to your current employer. I've never heard of a resume being used at an employee review. If you're truly "not excited" then make sure you know why.
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Sharing sourcecode in informal startup Context: I am currently part of a small group of students/professionals which is attempting to build a startup. We are in the early stages, MVP development and validation, but not yet incorporated. Originally, when conforming the team and assigning the tasks and roles, I took over the technical aspects, including the server setup, database administration, and software development (both front & back-end).We are now more than half a year in, and all we have from a technical standpoint was put together single-handedly by me. Problem: Another member of the team keeps asking for me to "share my code" , "give him access" , and to "let him tinker with it" . It should be noted that although this colleague has a technical background, he steered away from the technical tasks during the role assignment, and is now responsible for an entirely different area. Moreover, he has up until now not been involved on any level in the development process. To better illustrate his usual requests with an example, during our latest exchange, he brought up the request with the following motivation: "I've got some ideas to add to our project and I would like to tinker with it. I also want to add this skill to my CV. Could you [make the code available] so that I can add a few bits here and there aswell?" Argument Summary I am able to see see both sides of the conundrum and realize that this is a somewhat common dispute. I'll try to summarize the main arguments for and against this request: On the one side, sharing and opening access to the code might make sense when considering that: Team mentality: The project is a group endeavor, and hence it makes sense to share all of its aspects, resources and developments with the group. Growth: As the project grows, it is unlikely that it will be manageable by a sole developer, hence it will eventually need to be opened up. Dynamics: We have been working together for some time now, and intend to keep doing so until this project hopefully becomes a business. Hence, maintaining good dynamics and team-relationships seems like the preferable way to go, and rejecting his request will likely sour said dynamics. On the other side, granting access to my code at this stage seems risky, and I am wary of doing so given that: Lack of agreements: There are no formal agreements in the group yet. That is, no shareholder agreement, no intellectual property agreement, no binding contracts, no schemas for future compensation based on initial contributions, and so on. Hence the lines defining ownership and credit are somewhat blurry, and given past experiences, yielding my work willingly under such circumstances would be unwise. Credit: The technical aspects of the project has always been my responsibility, and hence my work and relevance in the project are easy to substantiate. This will hopefully eventually translate into weight when negotiating the shareholder agreements / remunerations. Giving away the code would undermining my relevance and would make a new way of attributing credit necessary. Unnecessary overhead: Having to manage the "tinkering" and potential version control issues induced by a new developer who has little to no knowledge of the project's technicalities, with no pressing need for it at this stage, would add an unjustified burden and a time overhead to my workflow. Honesty and legitimacy: The development of what we now have required a substantial investment of time and effort. Giving access to another developer to chip in "some cool ideas" to be able to claim having "co-developed" the project on his resume seems dishonest, and in my opinion takes away from the seriousness and legitimacy of what I have built. Role Conflict: As the "CTO"/"Lead Developer" of the project, I should have some say in who enters the development flow of the project, and in which capacity. This is being trumped over by the fact of the other person also being a "founder". Personality Clash: A more subjective argument is a simple personality mismatch. This teammate and I have on previous occasions clashed on how certain aspects of the project should have been carried out, and the results have almost always been "his way or his way". This, in my opinion would be mayhem in a development environment, and would severely impair my decision making capability as a lead developer. Questions I hope this is not too abstract and that perhaps some of you can offer some advice on how to more forward. In order to make my doubts more tangible, I have written down some concrete questions: Is granting access to critical source-code for others to "tinker with" common in informal startup scenarios? How can a main developer maintain control over his work and protect his relevance in a group/startup/company after opening it up to other developers, in settings where no contracts or formalities have yet been drawn? Thank you in advance. <Q> Is granting access to critical source-code for others to "tinker with" common in informal startup scenarios? <S> Yes, but unrestricted access to committing "tinkered" code is not. <S> You'll know already that there's a world of difference between some hacked demo stuff and production solid code (even/especially in a startup). <S> How can a main developer maintain control over his work and protect his relevance in a group/startup/company after opening it up to other developers Source Control. <S> Use Github/Bitbucket/something and allow your colleagues to pull the code. <S> You could put the libraries etc in different repositories and only reference them as binaries (Chocolatey/Nuget/npm/etc) and only expose the surface they want to tinker with. <S> in settings where no contracts or formalities have yet been drawn? <S> This is a huuuuuuuge mistake. <S> get it done soonest. <S> Of course, you should only be in business with people you trust. <S> You do trust him/her, right? <S> This will hopefully eventually translate into weight when negotiating the shareholder agreements / remunerations. <S> Hopefully!?? <S> They won't need your code and they'll rewrite it anyway as business requirements/focus change. <S> They only need something demonstrable to sell the idea to investors. <S> I don't want to frighten you, but without the shareholder agreements in place, you're just expensive luggage. <A> Giving anyone (and this goes double for anyone who is not officially tasked with specific deliverables) free ability to commit/merge to master is a terrible idea . <S> With a proper github settings and code review process, you can have the best of both worlds, allowing your startup to benefit from more people's ideas and effort without obscuring who did most of the work or allowing someone who is less skilled to mess up your working demo. <S> Remember that it will be obvious who wrote what when using a tool like GitHub (if you made 100 commits and he made 2, it should be pretty clear that it's an exaggeration when your colleague calls himself a 'co-developer'). <S> In the bigger picture, most modern start-up type tech companies value collaboration and have strong cultural aversion to coders who try to 'make themselves indispensable' by creating obfuscated code that isn't maintainable by others, withholding documentation, and the like. <S> I have seen people fired for trying to ensure job security that way, with management holding the position that if it's a pain to figure out how to work with what that dev has created so far, it's going to way more of a pain if they put it off a couple years <S> and then that dev moves on to a new job, leaving behind even more unreadable code and arcane processes. <S> This isn't really your situation, but it could start to look similar from the outside, so it is something to consider. <S> Overall, my advice, which is based more on being a later-comer to a startup, rather than a founder, is to strongly consider opening your code up to be read and tried and tinkered with without allowing any commits without a demo proving that that new functionality is worth the effort of code reviews and testing on your end. <S> In your specific case I would see a co-founder of a new startup openly looking to pad his CV as a potential red flag all on it's own, so <S> I think it's important to start with contracts and agreements ASAP, and clarify where you all stand on this project before you take any actions in the direction of opening up your codebase to him. <A> Tell him that your role is developer, that you have capacity to implement new features, and that he should submit a feature request, which the whole team will review and decide if it is worth your implementing it.
| I would say that giving your coworkers access to 'see' and 'tinker with' code is a normal and productive practice in startup environments. Giving away the code would undermining my relevance and would make a new way of attributing credit necessary.
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Boss asked a co-worker to assault me I was recently socialising after work and my boss asked my co-worker to assault me. They did. This was very uncharacteristic from both the co-worker and my boss but it was an incident fueled by illegal substances (I don't have proof of this, but I saw at least the co-worker take drugs in the bathroom). I lost a tooth in the attack and I never reported this to the police. I have since had the treatment and made a full recovery over the past weekend. The incident happened on Friday night. I didn't have the confidence to go to work today, I also never rang and gave an explanation of why I didn't turn in. What should I do? <Q> What should I do? <S> You should maybe take an hour or so to get your version of events clear in your head <S> so you know <S> exactly what happened, then go <S> straight to the police and file a report, clearly stating the facts, and leaving emotion out of it. <S> You should file the same version of events with HR, advise that you have filed a police report, and state that you won't be coming in until further notice as you no longer feel safe working with your boss and colleague. <A> What should I do? <S> Go to the police. <S> You were physically assaulted and suffered permanent damage . <S> This is not something to be taken lightly and is on a completely different level than a few bruises from a friendly fight. <S> a) <S> you were attacked against your will. <S> This makes it legally an assault or a comparable crime . <S> You didn't add a country tag, but in many countries not reporting a crime is a crime in itself. <S> b) you lost a tooth. <S> Teeth don't grow back. <S> You will have this damage for the rest of your life, and <S> even if you get an artificial replacement tooth, the fact that permanent damage was done can put this - again depending on jurisdiction - into the area of serious criminal assault, essentially legally the same as if they had hacked off a finger. <S> c) you are suffering from psychological stress afterwards. <S> This is another harm done to you and in fact I recommend you see a psychologist to prevent PTSD from manifesting, which would seriously impact you for life. <S> Name place, time and - most importantly - witnesses. <S> People who might say that nothing happened if questioned by you or HR because the guy is their boss, too, may be much more open talking to a police officer and can be taken under oath to speak the truth by a judge. <A> You need to seek legal advice, and to document everything you can remember immediately.
| You should also talk to a lawyer, who can best advise you on any claims you can make against the company or individuals responsible. Seriously, go to the police.
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Selling points for open-sourcing code Related to this question I'm meeting with management, trying to convince them that open-sourcingsome pieces of our codebase would be beneficial to the company. On my part, this would become a part of my public portfolio in the future. When briefly talked, the idea was not flat-out thrown out, and might be doable if my arguments can convince them. Reasons i'm coming up with: Good PR for company Shows company is investing in code quality (thus product quality) Might generate interest among possible new employees Might result in contacts from other companies in the field Is there something more I should note? <Q> Is there something more I should note? <S> Yes - you need to remember this will be a conversation , not just you throwing some advantages at them and then waiting for an answer. <S> So you need to be ready to hear some criticisms of your approach, and defend it against them. <S> If you presented this to me then I'd probably be saying: A lot of this code you're proposing to open source isn't of the best quality. <S> Do you really think that will give us good PR? <S> I'd say the opposite. <S> I'm not sure that code quality implies product quality at all. <S> Have you got any proof of that? <S> Why do you think it would result in other contracts? <S> Do you know of any companies who scour Github for some open source code as the basis of who to contract with? <S> Me <S> neither. <S> What if an employee accidentally commits some confidential company information into an open source repo? <S> This wouldn't be fantastic at the moment of course, but at least the damage would be somewhat contained. <S> That wouldn't be the case with an open source repo. <S> How do you propose we mitigate against this? <S> How do you propose we manage new PRs from external contributors? <S> This could cause an increased workload. <S> Who should take this work on? <S> How do you propose we manage issues that only affect external users of this code, and don't affect us internally? <S> If someone reports an issue and we say we won't fix it, this makes us look bad. <S> If we do fix it <S> , that's additional employee time and risk that we wouldn't have had before. <S> You need to expect these sorts of arguments, and more, and prepare clear, concise answers to them. <S> As it stands at the moment, it sounds like you see that there's benefit to you, so you're picking out some random things you think might be benefits to the company to try and justify it. <S> That won't wash in most places. <A> Potentially lower maintenance costs of non-core source code. <S> If the pieces of code that you want your company to open source have general interest among developers then the open source project may attract code contributions and fixes from other developers thus lowering the maintenance costs for your company. <S> But this is a fairly big if. <S> Most open source projects don't attract much if any outside contributions, you'll need to work on getting the project noticed and you or other developers at your company will need to maintain and keep uptodate the project. <S> If where you live there are active developer meetups then you may want to informally float the idea and see if there is any interest in participating. <S> Your company will need to vet the source code to make sure it actually owns that IP. <S> With regards to the project becoming part of your public portfolio, you should realize that the original copyright is still owned by the company - it is not yours. <A> I find the premise itself to be a bit worrisome, and it comes down to one of your opening sentences: <S> "On my part, this would become a part of my public portfolio in the future." <S> The issue with this mindset is that you start treating the project less like a building block of your companies solution, and more like this pure expression of your programming ability. <S> You have to reflect what will happen when you need to commit code that doesn't pass what you consider good enough for your portfolio. <S> Or even if your coworkers do. <S> To be honest, if I'm looking at a candidates code, I want to see what they have coded outside of work, when they have freedom to express themselves, and not have potentially unknown factors influencing the code that I see. <S> If a candidate cannot point to external projects, and can only point to code done between 9 - 5, that would reflect poorly on them. <S> There is a cost to open-sourcing. <S> Some flexibility is removed. <S> Risk is increased. <S> This means code that has a clear purpose, a clear scope, and applicability to other projects. <S> Your companies implementation of some miscellaneous business logic is quite different from a project which provides an easy to integrate solution to a problem that other entities have. <S> In addition, if your company creates a project with the same purpose as other popular open-source projects, it really has to be unique and compelling in some way. <S> Otherwise it will just seem your company suffers from a bad case of NIH syndrome, which goes against many of the points you have raised.
| You really need to ensure your suggestions include sections of code that actually would benefit the open source community. External contributions will need to be reviewed and tested.
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What are the potential repercussions of taking company files to a new job? I have access to amazing engineering designs and calculation spreadsheets for every imaginable civil engineering project. Is it okay to take copies for use at my new job, to facilitate future project work? Very often new hires come in with go-by documents and notebooks from their previous employers. One of my colleagues updated the specifications for a Utility using the documents from his previous job. I used to think that was wrong to do. But it is so commonplace, I wonder is it okay? It certainly would save time. I guess that's why so many engineers do this. In fact one of my previous supervisors said take a USB drive and take whatever you want. <Q> But it is so commonplace <S> , I wonder is it okay? <S> The only possible reasons that your coworkers have been able to get away with this behavior is that either their organization is not following proper ethical conduct, or the organization is not able to enforce the policies properly. <S> This kind of stealing of trade secrets is a cause for firing in most work environments (both existing and the fresh employer) and can get you involved in serious litigation based on how aggressively companies want to protect their IP (including engineering designs ). <S> Moreover, its not just the static designs - if the spreadsheets contain any numbers related to your previous firm that it deems confidential, and that you carry to the next organization, you are opening yourself up to further serious charges of corporate espionage, and if this data is found on a property owned by your next company, you are opening them up for litigation as well. <S> For example, consider these news items - Item 1 , Item - 2 , Item - 3 , where companies have accused past employees of being in the wrong for reasons such as the ones you mention, and have begun litigations. <A> No. <S> It is not OK <S> I am assuming we're not talking about your own know-how and methods (ie your own toolkit) <S> but rather the companies know-how and intellectual property. <S> You need to have a very careful read of <S> this and decide if it is worth the risk. <A> Stealing company documents (or any other company property) is just that, STEALING. <S> Not only can it get you in trouble with your (by then former) employer for breaking NDAs, document procedures, secrecy acts, or whatever else the company has in place that you signed off on to impress on you to not do that (and every company I ever worked for had such), they might also go to the police and press criminal charges against you. <S> In fact, depending on the documents involved and where you are located they may well be legally required to report such theft to authorities. <S> And that includes any and all documents you prepared yourself for your employer <S> , those too do NOT belong to you but to the company, and should be deleted from any private storage media before you leave your job (if you were allowed to have them on private storage media in the first place, not all companies allow that). <S> Just because you think it's commonplace <S> (it isn't, at least not here, people here have proper work ethics and wouldn't dream of stealing) <S> doesn't make it ok. <A> What is the classification of those documents? <S> Your company should have an information security policy describing the different levels of confidentiality used within the organization. <S> If they are classified as public, then you can use them. <S> If they are classified as internal, customer-only, confidential, secret or any other classification that means sharing of the documents is restricted, you may not. <S> What other people have done with regards to their agreements with their previous employers is irrelevant. <S> You have entered into an employment agreement with your current employer, and that includes your following the rules and policies within that organisation - and, at the very least, not stealing. <A> Very often new hires come in with go-by documents and notebooks from their previous employers <S> Is your boss aware of this? <S> How do they react (because anything short of forbidding it is a recipe for disaster)? <S> Previous answers have already told you that this is wrong/a bad idea/theft. <S> I suspect that anyone who even has to ask this question won't listen to good advice, <S> so here's something to protect your own self interest and hopefully persuade you to do the decent thing: <S> What happens if your next employer is honest? <S> Read that back a few times and let us know what you decide to do.
| If you are lucky they will simply fire you, without informing your current employer of your theft of their intellectual property. If there is no formal information security policy or classification, you should assume that all documents are for internal use only unless clearly designated otherwise. This is a completely wrong action, and not okay in any way.
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Co-workers with a lot of money and openly talk about it I recently joined the Engineering a very young company (3 years in business) who are doing very well in the market. The existing team all came from another company after they had a massive exit. So almost everyone ended up making a fortune. Then, this new company did very well over the last 3 years and they have all multiplied their fortunes. Since all of them were aware of the wealth they were building, the team is very open in terms of finances. This is strange for me for multiple reasons, 1. This has not been my experience in other places where people are usually very secretive about wealth matters 2. I have nowhere near close to the amounts these guys talk about all the time My co-workers are not too old from me in age, just a couple of years. This makes me feel quite inadequate despite making above market compensation in terms of skill set. How do I get over this feeling of not having accomplished enough when the people I am comparing myself to sit just around me? If it were 1 or 2, I could have managed, but roughly 30/40 people in the team fall in this category. The remaining are mostly fresh college graduates. I am very sure that they are not doing anything deliberately to make me feel anything. This has been a close bunch of people working together for a lot of years and so they are just open about these things. <Q> How do I get over this feeling of not having accomplished enough when the people I am comparing myself to sit just around me? <S> This is really the only way to conquer this issue. <S> People who have made a bit of money, especially as a group , will tend to talk about it. <S> Be happy for them because this is not common and they are indeed lucky. <S> A step you can take for yourself is to focus on what you have accomplished , and what you plan to accomplish in the future . <A> Are you generally happy at work? <S> Are you satisfied with your salary? <S> Are you happy in your personal life? <S> Do you find fulfillment outside of work? <S> If so, who cares what everyone else's financial situation is? <S> I make more than a lot of people. <S> I make less than a lot of people. <S> I'm better off than a lot of people. <S> I'm not better off than a lot of people. <S> I don't measure my success by comparing it to someone else's, and my happiness isn't dependent upon how my life and finances compare to someone/everyone else. <S> Stop comparing yourself from a have/have not perspective. <S> What brings you happiness? <S> What makes you joyful? <S> Focus on those things. <S> External factors and comparisons will not lead to happiness. <S> Additionally, if someone comes upon their success through their own efforts then never begrudge them that. <A> How do I get over this feeling of not having accomplished enough when the people I am comparing myself to sit just around me <S> Set higher goals! <S> Use it as motivation. <S> You have a great opportunity to learn about how they handle their money and what lessons they learn with that stuff that will help you when you get to their level too. <S> Of course they're not trying to rub anything in your face. <S> It's not personal. <A> It’s all about perspective. <S> A lot of people would love to be in your situation. <S> I know I would. <A> Change your perspective on success in life <S> I was in a similar situation, although my peers made about the same as me most of them were 5-8 years younger. <S> I also felt somewhat inadequate - how had I squandered my time, if I was not "further along" despite taking 6 more years ? <S> After serious pondering, I evaluated my life decisions and tried to set up my goals. <S> And my most important goal was quality time, personal happiness and fulfillment. <S> I did find these in my university degree, where I took some extra time to study abroad because I enjoyed the experience. <S> I also chose my jobs for work-life balance and personal fulfillment with what I do. <S> I could've done things differently to make more money, but I identified that was not and is not my primary goal. <S> Identify your personal goals and priorities in life and evaluate how good your decisions match to these goals. <S> And if making money is not in the top 3 of your current and past goals just see the situation as if they were all part time iron-man runners and ripped as hell. <S> And know that if you made it a priority above other things in your life you could also get there, but comparing yourself like in a race doesn't work.
| The simple answer is to stop comparing your self to others. Instead of thinking about how sad it is that you don’t have as much money as your coworkers, think about how lucky you are to have so many successful peers who can share their wisdom with you.
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How should you gracefully leave a company you helped start? I am a co-founder of a software startup in the B2B space. I am an engineer and have helped build much of our platform from the ground up. It's been 3+ years since we started doing this and we've raised seed funding + further funding as we've grown our customer base. When we began, we had some specific technology and found a sector of industry that would benefit and we've applied it there for the past few years. At this point, I am pretty burnt out. I don't enjoy working in the market we are in, and I've taken significant pay cuts (no pay for 1 year, less than 50% market rate past 2), and my time gets split between customer implementations and support and helping manage the team. My wife and I have made significant sacrifices for this job (location, home, etc.) and at this point I don't see the positives in staying longer. I have no doubt the company will continue to be successful in the future, but I don't really want to be a part of it. More than 50% of the time, I wake up anddread going to work in the morning. If I didn't have to worry about losing relationships with people here, I would have probably left four months ago. I don't plan on being in management long term as I enjoy being an engineer, and I know I could get double my salary elsewhere and work in a space I care about. I also disagree with how some decisions are made and the company is run with my other cofounders, but that is more of a minor issue. I am torn because I really enjoy working with the people here, and I feel bad for leaving early. Does anyone have advice on how I could leave pseudo gracefully, or offer advice if they've ever been in my shoes? I am so intertwined with the company since I helped start it, and I can't imagine leaving without burning bridges. I also know it would potentially cause people to lose morale, and I don't want to affect the company too much if possible. EDIT: Thank you all for sharing your thoughts and advice on my situation. It has given us a lot to think about over the next few weeks. I appreciate all the thoughtful responses here, and maybe sometime in the future I'll circle back in a comment with an update. <Q> How to gracefully leave a company you helped start? <S> Explain as you have here, and provide a reasonable notice -- <S> say 30 days in this case before departing. <S> This is plenty of time to hire up, knowledge transfer, etc. <S> I assume you will seek earnings elsewhere, so make sure they understand your hourly support will be outside of normal business hours . <S> Your health and mental <S> well being are paramount . <S> I am actually super impressed that you worked for free and half your going rate for so long, and while being impressed by this I would not recommend it. <S> Most people can only do that for so long, so don't feel bad that you have reached your limit. <S> And finally, you cannot control what other employees do after you leave. <A> Too long for a comment, so I just drop it here. <S> On top of Mister Positive's good answer , I just want to add something from another perspective, because I was in a similar situation before. <S> Your business partner may not be aware of the sacrifice you're making. <S> If he/she isn't familiar with the software engineering market, he/she may not know that you'd make double elsewhere. <S> Back then, my business partner didn't seem to believe that engineers at my level can make that much when I told him about it. <S> He was polite enough to not question it, but the doubt was in his eyes. <S> Until I actually found a job that proved my point. <S> Things got a lot easier after that, of course he understood why I didn't want to work for the company we created anymore. <A> It's hard to say without more specifics, but I will suggest that after three years and a customer base, you aren't a startup anymore. <S> So maybe it's time to stop acting like one. <S> Startup is a phase, not a permanent state. <S> Get together with all your co-founders. <S> Tell them you need to stop working 80 hour weeks. <S> Tell them the company needs to hire more people to do the stuff you don't want to do. <S> And you will be paid a market-rate salary. <S> Figure out how to do all this in a positive, constructive way--it's not hard. <S> You might discover that they agree with you completely, and feel the same way. <S> Everyone else might also be burned out and thinking of quitting just like you are. <S> Or, you might discover you are on a completely different page than everyone else, and everyone will understand that you need to move on. <S> Either way, this is a discussion you need to have. <A> The same way you gracefully leave any company. <S> But, before you do, you need to step out of the exceptionally deferential mindset that led you to this situation. <S> Already we can see in your question and in your comments (e.g. offering to work for free after you've left ?!) <S> that you are conflict-averse to the point of routinely and habitually worrying more about the company (and the people in it) than yourself and your own family. <S> You need to stop that. <S> Today. <S> The good news is that you'll only be switching to a manner of behaviour that most people already follow! <S> You won't be turning into a bad person, or betraying anyone, or turning selfish. <S> You'll simply be ending a very unhealthy pattern of behaviour that, by all accounts, has cost you and your family a huge amount both financially and otherwise. <S> With this mindset change complete, you can go into work and have a straightforward conversation about how you will be moving on to new opportunities. <S> It does not need to be complicated, or involve guilt. <S> Where you work is up to you . <A> Let them know that your passion is elsewhere and that you want to find more balance in your life, that you wish them success and the best of luck, and that you hope to keep in touch with them as they continue to grow, and mature, and succeed. <S> If your leaving entices others to leave, then they already have reservations about the long term viability of the company. <S> There's nothing you can do to change that... except to stay.
| Tell them you will create or choose a position that you want (e.g., Chief Architect), and that's all you will do. Speak with the other partners in an open and honest manner. Also, if you desire, offer up a per hour consultant role , where you could be available on a per hour basis after your notice period expires. Assuming that your leaving wouldn't be the death knell to the company, exiting gracefully means... exiting gracefully.
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Client was a victim of ransomware attack, how do we continue projects while they recover? Our client had all their files encrypted through ransomware. They are negotiating payment of half a million dollars to retrieve data. It will take a month. They lost all their digital utility system maps for the time being. We seem to have no choice but delay work, as we need information from them before continuing. In the meantime how can we help them move forward with Engineering projects? <Q> It's disheartening to see yet another company that doesn't have current and validated backups of their data. <S> I'm assuming this company doesn't, otherwise you wouldn't be asking the question. <S> If they don't have current and validated backups of their data then they really only have a few choices: <S> Pay the ransom and hope that they can decrypt/recover the data. <S> In either case, they should be reaching out to local law enforcement agencies to determine what legal steps they can take. <S> This won't get them their data back, but it's important that they involve law enforcement in this. <A> None of the posted answers actually solve the clients problem. <S> Whether the client has the data backed up or not is irrelevant. <S> They already have a solution for that. <S> I would advise to find a third-party API utility mapping service that they can use. <S> Try googling 'digital utility system maps api' or similar. <S> Hit the API service to pull map data and provide the mapping solution in the mean time until the maps have been recovered. <S> Here is a link to an API that provides mapping data for various industries. <S> I have seen it used in Real Estate and Construction Projects. <S> ArcGIS Mapping API <A> I assume the client has already assessed the financial and legal impact of the attack and the effect on the client's customers. <S> Assume for now that you don't get that recent data back. <S> You might do, but don't assume a thing. <S> There's been more than a few companies affected by this situation, and there is professional help and guidance out there. <S> It'll be expensive, but worth more than the help of random people on the internet. <S> Your client did have regular backups that were physically separated from the main data stores, didn't they?
| Don't pay the ransom and hope that they can "reconstruct" what they need in order to continue serving their clients and stay in business. The first port of call is to engage the services of consultants to help the client through this process.
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Why cap paid time off rollover? Every place I have worked has capped the amount of paid time off employees are allowed to roll over to a new calendar year. In many cases it's a "use it or lose it" scenario, where accrued time is lost if the employee is over the cap. One year, the company I worked for significantly reduced the amount of rollover allowed, in order to " prevent employees from disappearing for large amounts of time while we have important projects running ", but this had the exact opposite effect. My project lead literally disappeared for 5 and a half months so he would not lose any of his accrued time. The next thought is future liabilities. Maybe they are worried about having cash to pay someone out when they leave the company or retire, but, simple accounting should be able to manage that by pre-paying into a fund each year and only pulling money out when someone uses paid time off. The idea being if they had the cash to pay it on 31 December, then they still have the cash to pay it on 01 January. It could even be an interest-bearing account to avoid inflation issues. This makes the " we may not have the cash available if you store up too much paid time off " argument rather thin. The next thing I can think of is maybe they are truly looking for a good work/life balance and want to make sure their employees get time off. That's kind and all, but if there are employees who would rather work a lot now and take a lump sum when they retire, I think that's a valid scenario for employees who really thrive on that sort of thing. Tax reasons possibly? This leaves the last thing I can think of: maybe this is just the way it's always been, and no one has really thought to question it. But that seems rather simplistic. So to get to the question, why would employers in the USA cap paid time off accrual? Answers such as "that's the HR policy" are not super helpful, as I'm trying to get to why such a policy exists. <Q> The most common reason I heard is that Employees become more expensive over time <S> So that vacation after a raise costs your company more money than before a raise. <S> The difference might be small for one person, but if it is common behaviour to collect vacation days over the years then it sums up to a big amount. <S> Also you confirmed the other reason that people will take long vacations with the collected days. <S> Now your project lead left for over 5 months, but he won't be able to do that again in future. <A> Multiple reasons you listed that makes it easy for this policy to be implemented but limited to no reason for it not to. <S> Really not having cash available. <S> Orgs need to budget for those things and if they do not have a top limit on how much they might need to pay off, they might run into issues. <S> And some risk management philosophies dictate that might is a big no-no <S> Some organizations want employees to really take at least some time off annually. <S> Some other organizations want to handle long-term time-off through separate policies <S> And yet some other organizations do it because that's what everyone else does. <S> So "that's the HR policy" is not a helpful answer but ultimately the only good one like a lot of other such things <A> I have talked to the management of the small companies I have worked for regarding either use-it-or-lose-it or paying for excess leave hours. <S> These are not an any particular order. <S> The leave account is a liability. <S> They have to keep money around because the employee can take leave on short notice. <S> Keeping that liability low, and the account balance low makes their financial situation clearer. <S> In some cases when an employee is on leave the company has to pay others to take their place. <S> That means that the week that an employee is on vacation has the same labor hours, but some may have higher expenses due to overtime. <S> In those cases paying a check for excess vacation can save the company money. <S> Work life balance. <S> Taking the vacation they are entitled to makes them a better employee. <S> Having a policy that will forfeit vacation hours makes employees take them. <S> Contract support. <S> If you work on a contract your company is putting money away from the amount they bill the customer to pay for your benefits. <S> But if you have a large leave balance when you switch contracts, that means that you might put in less billable hours on the next contract, that can cause issues with the customer. <S> Managing billable hours. <S> I have worked on contracts where they can only bill x hours during the contract year for each employee. <S> They calculate that every employee will take y hours for vacation and sick. <S> if the employees never take vacation, then as the contract year is ending, they may run out of billable hours. <A> Two things not yet covered, the intent of the policy, and the cost. <S> First is the reason to offer paid vacation time. <S> It is to allow taking a break without a loss of income. <S> Families especially use this time. <S> The notion of accruing a cushion was never the intent of paying employees for not coming to work, it was to cover the time that they wanted off. <S> So if an employee does not want a break, for years in a row, the employer should not have to automatically award extra cash for something not wanted, needed or used. <S> Next, it is extra cost. <S> For easy math, say the employee makes 52k a year, and gets 4 weeks vacation. <S> A year when 4 weeks vacation is used, the cost to the employer is 52k, employee makes 52k. <S> If unused and payable upon demand, then the employee was paid 52k, plus banked an additional 4k to be paid in cash. <S> Employer budgets 52 but cost is now 56k. <S> Employee made an extra 4k that year. <S> Worked an extra 4 weeks to earn it, but by personal choice not employer coercion. <S> So a cap is a reasonable middle ground. <A> For example say someone decides to save 5 days from each years allotment of PTO it would add up to a large chunk quickly. <S> After 10 years they would have 50 days any be able to take off 20 weeks not counting any company wide PTO days. <S> If someone kept this up until retirement they could easily have a year or more of time saved up which the company would have to pay out. <S> Not to mention they tend to not like keeping someone on the payroll for an extend period when they are using the last of their vacation prior to quitting. <S> Not to mention it is much cheaper for a company to pay out the time off at today's current salary than at the end of a long career when they are making a lot more.
| In most cases it comes down to how much liability a company can have if they have to pay out on that PTO if it builds up to to large of a size and is paid out in one or a few large chunks.
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How do I tell a coworker they are being set up for failure? My coworker has been assigned a project for which he is completely unskilled. He is really smart and will eventually figure it out, but that could be inefficient and definitely mean the project goes over budget. My manager told me in confidence that this will be the test project that results in his dismissal if/when he underperforms. He doesn't want my coworker to know, because he feels people need to be self-motivated and if they are not they will never perform well. I disagree with my manager, people should clearly understand expectations and consequences of their performance. I want to tell my coworker that he needs to do well on this project or he will lose his job. I think that this will light a fire under him to do well. What is the best way to convey this to my coworker? The project should take about two months to complete. I think if my coworker knows, he can put in the extra time and save his job by performing well. Then hopefully he can get a new project matched to his skillset, or at least have another chance to demonstrate his value in full knowledge of the scrutiny he is under. <Q> How to tell him is easy - whether you tell him or not, that’s the question. <S> Your manager is nasty in two ways: By telling you this, and by setting up your coworker for failure in the first place. <S> In my opinion, the best outcome for the coworker is the find a good job elsewhere, so that’s what my answer is based off. <S> Take your coworker aside, and when nobody can listen in, you tell him that he is being set up and the manager wants to get rid of him. <S> Working his ass off to succeed with this task won’t help him long term. <S> So his best strategy is to focus not on the impossible task, but on finding a better position. <S> Tell the boss about making good progress all the time, then when he gets a goof offer, take that notice and give the shortest notice possible. <S> If he is asked why he leaves, he can say “the job here is not challenging enough”. <S> Make it clear that none of this should be told to the boss. <A> Your boss doesn't want your coworker to know. <S> Unless the coworker is a friend of yours, in which case it becomes a question of ethics, you really have no reason to tell them. <S> If you are concerned that it isn't fair, you can probably suggest as much to your boss, but it is their decision. <S> If they are setting them up to fail, then really, they want to get rid of them. <S> They obviously do not share your assessment that they are worth saving. <S> In addition, I agree with you that expectations and consequences should be clear, however it's known that underperformance can have an impact on your employment status. <S> Management shouldn't need to light a fire under people to make sure they perform. <A> I am sorry that you have been put in this position as it sounds very dificult. <S> Your boss is in the wrong for telling you this and putting you in this position. <S> You would be putting yourself at risk if you tell your coworker and your boss finds out. <S> How do you even know it is not a test of you to see if you can keep a company confidence? <S> If your boss has decided that your coworker is at risk then it could turn out that even performing on this project isn't enough or the next project will be a test case to see if your coworker still performs and ongoing forever. <S> Sometimes if a manager decides that someone is a wrong fit, then changing their mind will never happen. <S> I know you want to help your coworker, <S> but if it were me, apart from helping them where normal for my role, I would try to forget what I have heard and allow the situation to play through as if I hadn't heard I would also think about what this says about your manager that he would tell a coworker this about someone else. <S> It's not good <A> Refusing to give information to a person which will drastically effect their life is unethical, and slimy if you do it out of self interest.
| You should tell your coworker about this if you are sure that his manager is acting in a malicious manner or is acting in manner deliberately to your coworkers detriment.
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I was dismissed as a candidate for an abroad company after disclosing my disability I live in Lebanon, A company abroad reached for me and offered a relocation visa to New Zeeland, I was so happy, to avoid surprises I disclosed that I have cerebral palsy, but that doesn't affect my job at all nor my independence, I just walk on crutches. They disappeared. I knew they were going to disappear, in fact when I read their offer, I took a screenshot and sent it to my friends and family and I said to them "How much are you willing to bet that as soon as they read about my disability, they're going to disappear?". None of them replied. Them disappearing is nothing new to me, local companies disappear, the ones that I can easily go to. Of course, a company abroad would do the same, not having to go through potential issues. This is the second or third company abroad to do that. My only question would be, is there an ethical way not to disclose my disability or disclose it in such a way that it doesn't make the second party afraid of hiring me? Because I worked my whole life for that moment, I just hate that I lost an opportunity of a lifetime because of something beyond my control. <Q> My only question would be, is there an ethical way not to disclose my disability or disclose it in such a way that it doesn't make the second party afraid of hiring me? <S> Let the company get to know you first. <S> Your best bet IMO is for them to actually meet you face to face first -- without jeopardizing yourself legally. <S> I would not mention this on the phone, or on my cover letter, or my resume. <S> They don't need to know that before you actually interview with them face to face. <A> So far, existing answers have focused on the discrimination angle--which is correct and important. <S> However, because you are applying for overseas jobs which will require a work permit or immigration visa, I have a different take on the answer. <S> The Netherlands and New Zealand companies were rude, no question about it. <S> They probably were discriminating based on your disorder. <S> Unfortunately, many countries require a health clearance for a work permit or immigration visa. <S> This often includes spouses and children, not just the primary candidate. <S> New Zealand and Australia <S> both do this. <S> So does Canada, although Canada has relatively recently raised the amount of possible health care charges due to the disability which may allow more people to immigrate or get permanent residence easily. <S> You need to research a country's requirements for health issues before applying for a job there or you're wasting both your time and a company's time. <A> Many countries have laws preventing discrimination on the basis of disability. <S> However, the other side of that is that many employers are therefore aware of the law and very aware of the repercussions <S> should they be found guilty of discrimination. <S> This can extend to them avoiding even asking about anything that could be considered discrimination. <S> So, the big question I would ask is: "Why did you mention your disability to a potential employer?" <S> If your CV indicates that you are skilled for the role and they are prepared to advance the paperwork so you can visit, presumably for a face-to-face interview, why not just show up for the interview and show them you are just as capable as the next person of getting to the workplace and doing the job? <A> IMHO, Unless it can directly affect your work duties, you are not responsible to disclose it. <S> Second, in current situation you would not be able to prove discrimination, at later stages of the employment process it may be more possible. <S> And finally, when you will be able to prove it, you will not have to, because company will be aware of it as well and you will be able to move your worth to the company on to your professional level.
| In short, I would not disclose the information until you have to . You could have a legal case against the prospective employer if you can prove that discrimination has taken place . They do not want to take on significant costs associated with certain disabilities or health issues.
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Bypassing recruiter after talking to company employee? I'm having a bit of a moral dilemma with a job application: A friend sent me a role advertised by a recruitment agency, who I then contacted and met with to discuss said role. Following from this conversation I met with a friend of a friend at the company to find out more about their experience. This person then advised that I may have a better chance in being offered the role applying directly through her, as this would bypass the recruitment fee the partner would have to pay to the agency. I'm unsure as to whether I can ethically apply through the friend of a friend, after initially discussing the role with the recruitment agency, but I also don't want to cheat myself out of getting the role if I'd have a better chance without the recruiter? I live in Wales (UK), if that makes any difference. <Q> I'm unsure as to whether I can ethically apply through the friend of a friend, after initially discussing the role with the recruitment agency, but I also don't want to cheat myself out of getting the role <S> if I'd have a better chance without the recruiter? <S> Your friend of a friend is likely wrong - it's extremely unlikely that you would have a better chance of being hired due to saving that small cost. <S> (And hopefully this friend of a friend isn't suggesting you bypass the recruiter just so they can earn a referral bonus.) <S> If you are a good fit for the role, you wouldn't be cheating yourself out of anything. <S> As far as ethics, I know what I would do. <S> But we each have to make decisions within our own personal ethical framework. <A> If you signed with the recruiter (not clear as you said you had a meeting with them) then they will contact the employer saying that you are one of their clients and they should get the fee whether you apply via the recruiter or direct. <S> The only way to not have the agency involved was to not contact them at all. <S> Once you contacted them, and given the timeline, they can claim that you had knowledge of the post via their services - which is what you have stated in your post above. <S> So they will claim a fee of some sort and expect to be paid. <S> This could be either very easy or very challenging... <A> If the recruiter has already sent the resume to the company AND they have read that email, there is likely a clause in their services contract that will obligate the company to pay the recruiter if they hire within a year. <S> That, of course, depends on the agreement that they have negotiated. <S> However, if they haven't sent the resume out, or the company hasn't seen it before they initiate contact with you (provably), then you should be in the clear. <S> If the company hires you directly, the risk is theirs to take. <S> You should be aware that recruiters are a noisy bunch, and they often speak with each other. <S> One "out" on that tip is to tell the recruiter that you're already in interviews with said company. <S> Timing matters though. <S> If you've signed a contract with the recruiter, then you need to check the terms carefully.
| If a company uses a recruiter, that's a signal that they are willing to pay the cost of finding and hiring good people. You may find yourself on a blacklist if you pull this move.
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Are practical jokes common and acceptable at work if no one gets irreversibly annoyed? Someone left a cup of water precariously balanced on the woman's bathroom door, and you can imagine what happened later. A coworker left a note on a manager's chair that said "Tack" after a disagreement. Another hid a potato in a colleagues desk, which was discovered months later by the odor. Some unknown person periodically places sticky notes all over other's cubicles in colorful patterns and mosaics that take many minutes to remove. There is not often retaliation, as mostly no one knows who does what, but it is creating suspicion and reduces the time individuals work, as they try to figure out who has done what. Are these actions common in workplaces, are they acceptable? Many get annoyed, but not for long. <Q> Not everybody has the same background or the same sense of humour. <S> Even if the "joke" was meant purely in fun, it may not be taken that way by the target of the joke, and sometimes it's not just in fun. <S> Workplace bullies often use "just joking" as an excuse for harassment. <S> A workplace with a culture of practical jokes gives those people cover for malicious behaviour. <S> That seems like a decent reason to discourage such behaviour in the workplace; there are other ways to have fun that don't risk getting into a bullying/harassment case. <A> Are these actions common in workplaces, Not in any of the workplaces I have worked for in several eastern and western countries. <S> are they acceptable? <S> They should not be because <S> like you mentioned it eats into the time of employees (for both the perpetrator of the prank and its victim). <S> This should be seen as a direct loss of company's assets unless the company thinks it is a great "stress-reliever". <S> I doubt if latter is the case because you have again mentioned that many are annoyed by this, so it is likely adding stress than relieving it. <S> Company Culture <S> While other answers have hinted on the company culture <S> but I do not think one should just leave it the way it is in the name of "culture". <S> Companies would also have to evolve their own culture based on what is right for the employees and for the company. <S> This does not sound it is right for either. <A> The jokes you mentioned cross the line from "little practical joke" to "the person has nothing to do but annoy his co-workers". <S> Someone left a cup of water precariously balanced on the woman's bathroom door, and you can imagine what happened later. <S> No, i can't, since i don't know if any of the woman carried a company laptop when entering the room. <S> A coworker left a note on a manager's chair that said "Tack" after a disagreement. <S> Very grown up. <S> Another hid a potato in a colleagues desk, which was discovered months later by the odor. <S> What a jerk. <S> So people in the office suffered bad smell for some month, an potentially the potato juice sapped to the other things in the desk and it took an hour of cleaning and potentially every bodies time looking for the source. <S> this is intentionally wasting company time. <S> Some unknown person periodically places sticky notes all over other's cubicles in colorful patterns and mosaics that take many minutes to remove. <S> Abuse of work <S> time - many minutes to take away also means many minutes to put these. <S> There is not often retaliation, as mostly no one knows who does what, but it is creating suspicion and reduces the time individuals work, as they try to figure out who has done what. <S> If I would be the manager i would get a hidden cam installed for some time (if thats legally allowed), and the first one which I catch would get walked of the plank. <S> Are these actions common in workplaces, are they acceptable? <S> Many get annoyed, but not for long. <S> No, they are not. <S> If you have friend who like it, please prank them (and not you colleagues) <A> In my old career there were times when they were common and times when they were a reason to be written up. <S> We had a stressful job so for us it broke up the boredom a bit during downtime. <S> Often it was our way of welcoming someone to the team <S> other times it was just for a laugh. <S> However I've seen it used as a way to isolate and bully people <S> (I'll admit I was guilty of this as well). <S> These ranged from putting the little circle papers found in the bottom of a hole puncher (looks like confetti) into the work car aircon outlet, point it at the drivers face, turn it up full blast and wait for the guy to turn the car on. <S> Other things were silly juvenile games like drawing certain parts of a male anatomy in any notebooks we found that were unattended. <S> In a corporate culture, however, it is out of the question. <S> and I can imagine with our HR departments lack of a sense of humor <S> it would be grounds for some sort of unpleasant action.
| In some workplaces, practical jokes are part of the office culture (this doesn't necessarily mean a healthy part of office culture). In others, they're likely to get people disciplined or even fired. Never seen it, never heard of anyone doing it
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Saying something to a foreign coworker who uses "you people" A new co-worker who is not a native English speaker uses "you people" whenever referring to a group. As in "This quarter was great because of you people." If something negative happened "You people did not finish X, Y, Z?" Part of me says to say something 1:1 like "You people is an insult in America, you should use 'you all' or 'y'all'". Part of me also says to say nothing as I don't want to become a language coach. Should I mention it, and how is the best way to phrase this? For those outside the US, the exact words "you people" have become an insult. See https://www.yourdictionary.com/you-people NOTE: I am a native English speaker, and do not believe the co-worker means this as an insult. EDIT IN RESPONSE TO COMMENTS: To the average American English speaker, "you people" is perceived as an insult. I do not believe the speaker was racist, only unaware. EDIT 2: The phrase originated as a racist insult implying the speaker and receiver were part of different ethnic groups. It has since become an insult implying the receiver is an outsider from the speaker's desirable in-group. <Q> As a non native English speaker working in an English speaking company, I’d very much appreciate a comment (in private) when using phrases wrong or phrases that could have connotations that I haven’t anticipated. <S> It happened to me more than once <S> and I’ve profusely thanked the people that told me about it. <A> I think you may be making a mountain out of a molehill. <S> "You people" is an insult when it's said to people of a particular race, gender, sexual orientation, etc. <S> But if he uses it when referring to any group of people, it won't be perceived as an insult. <S> On the other hand, it's simply not an idiomatic way to refer to people in general. <S> You're obviously perceiving it as an insult because when it is used, it's usually in those insulting contexts. <S> Just let him know that what he's saying sounds weird to native speakers, and suggest more common phrases. <S> But if this is an ingrained habit (maybe it's the literal translation of the usual phrase from his native language), he may have a hard time undoing it, and you should be understanding of his difficulty. <S> Non-native speakers are going to make mistakes, you shouldn't hold it against them (maybe you should watch the Monty Python <S> "Hungarian Phrasebook" sketch). <A> You would not be a language coach, since this is not something trivial. <S> This can damage the work environment and relationship between your group and this particular colleague. <S> I think that the best thing to do would be to explain to him that you are worried that people might misinterpret what he says and take it in a negative way because of the phrasing. <S> " I have noticed you use the phrase "you people", which happens to have a negative undertone in USA. <S> I know you mean well, but perhaps it could be beneficial to use "you guys" or just "you" instead. <S> " <S> I am not sure about "you guys" either, since USA is very gender sensitive, so perhaps "guys" part also can touch someone the wrong way.
| So I do think you could help him correct his language, but there's no need to bring up the racist undertones, which might make him feel worse than he needs to.
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Can my old employer save my work email records in to share path after my leaving I am going to leave my company in September, my team colleague and my manager want to ask IT to keep all my emails record under share path after my leaving, then they can drop in to search history email chains. I feel very naked as my inbox also contains some personal information such as “ superannuation, life insurance,health records... so just wandering, can they allow to do that?...it looks like breaking the privacy policy. And also none of previous employees in the team were required to keep their emails somewhere, I feel it’s very unfair. <Q> Your employer owns your work email account, you are merely allowed to use to it. <S> If there are personal emails contained there, you should delete them. <S> However, based on your company's backup policies that doesn't mean that they are actual no longer there. <A> Your company email belongs to the company, not you. <S> You should have no expectation of privacy regarding your work email account, voice messages, instant messaging, chat, etc. <S> It may or not be legal for your employer to audit, review, listen to, or read your work communications, but you should assume that they will. <S> If you don't want your employer to know your personal business then don't conduct personal business with work provided resources. <S> Never mix your work and personal lives, communication, etc. <A> Even in the USA, HIPAA protects health records from employers. <S> A lot of folks here say don't mix personal with work, but in many cases I've seen, certain health benefits can only accept your work email for verification (ex you enroll in a health savings account and you get bonuses for completing health survey). <S> Also payroll and HR information are usually to your work email, not personal. <S> This is sensitive information not something anyone in the office can view which might contain your PII (SSN or whatever to your country), and pay info, etc stuff you don't share. <S> With that said, employers must protect these types of records. <S> They cannot share it with everyone else as a record. <S> Also, it would be crazy for you to inspect each email, and delete it before exporting it to a shared drive. <S> My advice: bring up the topic to your boss. <S> Explain you have many personal health emails in it and check with your local laws to bring it to your boss's attention. <S> Ex, "Under law X, an employer must protect my health files." <S> etc <S> so it's not just you saying it <S> but something they must do. <S> Ultimately, your boss may just want certain emails searchable <S> so maybe you can just export those to the shared drive. <S> I also recommend you remove association of any personal items like bank or social media from your work email before leaving. <S> This means going into each site, and changing the email settings from your work to personal. <A> From a technical standpoint: <S> Yes. <S> In fact, there's probably long term archives of all of your mail being created on a regular basis. <S> These archives are just harder to get to than your boss wants it to be when getting the mail he might need. <S> I'd agree to help them because it's not an unreasonable request as far as company related messages go. <S> Just go into your mailbox and start deleting any private messages you don't want your boss/co-workers reading. <S> Even if your company keeps long term archives of mail somewhere, your boss & co-workers won't see them because they're only interested in easy to access mails placed in the shared location by you. <S> You can also ask your IT department what the policy is on any automatic archiving of email. <S> At least where I've worked companies are usually very upfront about this on day 1 <S> so it's not a surprise. <S> Also, I live in the U.S. <S> and there's always the potential of old company emails being accessed as part of a lawsuit.
| Legally: depends on where your employer is located.
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How should I think about joining a company whose business I do not understand? There is a blockchain fintech startup that somehow found my profile and wants to interview me for a senior tech role. However, I don't understand their business at all, primarily because I don't understand finance and blockchain at all. I have always avoided investing/speculating in bonds, stockmarket, etc. because I'm pretty broke to begin with. I think they would be a huge time sink for no benefit when I don't have leverage. I also have only a very vague idea of blockchain (I have never even read how Ethereum's smart contracts work, for example). What kinds of questions should I be asking them and myself to consider whether to join that fintech startup or not, assuming I could get an offer? <Q> As other answers have stated, learning the technology isn’t too big a deal; it’ll be like learning any other technology stack. <S> But while you’re worrying about whether you’re up to the task, remember to do your due diligence in researching whether the “company” itself is up to the task. <S> A “startup” in a buzzwordy field that cold-calls folks without appropriate tech experience in the field makes my spider-sense tingle <S> — how do you know it’s not just two naive knuckleheads living in mom’s basement? <S> Make sure you don’t end up working for free on a project that will never see the light of day. <A> I co-founded a blockchain company with my friend, without any previous blockchain experience/knowledge, nor investment (I still don't). <S> But I do know how to write code, how to design a solution on the cloud; most importantly, I can learn a new technology quite quickly - as a modern software engineer, this is pretty much a requirement. <S> If you can do all these, don't worry about it. <S> Blockchain is pretty easy to learn. <S> Find a good tutorial to follow, craft a few experimental smart contracts <S> and you're good to go - just like learning any other new technology stack. <A> The number one question you should ask a start-up is how they plan to make money. <S> If you can't figure it out and/or they don't have a plan to get to monetization, that's enough of a red flag to make your decision based wholly on your desired career tracking. <S> For a tech focused job, you should ask what tools/technology they use and how they plan to place you within their staff. <S> Then compare that with how you want to track your own career. <S> Finally, compare those two questions and make your decision based on the merits of answering "will they exist long enough for me to move in the direction I want to move? <S> " If the answer is "no," don't consider it. <A> Immerse yourself in some focused internet searches and read up on the basic foundations of Bitcoin, proof-of-work, blockchain fundamentals, etc... <S> And then after that makes sense read up on derivative works such as Ethereum, et.al. <S> And then go buy a small amount of Bitcoin or Ethereum to try it out and learn how digital wallets work. <S> If you can follow the high-level math and basic principals of what's explained online - and feel like you would enjoy working this space, then continue on in the interview process. <S> That sort of interview prep will open you up to the most basic and expected questions you can ask back to them, including: <S> "Can you explain your business model to me?" <S> Asking that assumes that it's not well defined on their website or has already been stated. <S> If it has, you can ask more specified questions about products, code, customers, reach, etc... <S> Ask how they are going to grow their business from startup to an established firm. <S> If you like their answers, then it might be worth a shot. <S> Update - I had a comment under the original question above about avoiding any discussion with this potential employer regarding your financial status. <S> It appears to have been removed. <S> Not sure why, so I'll restate it here: <S> This is probably good advice for any interview, but I had one friend lose his job at a bank for having bad credit. <S> I wouldn't want you to walk into an interview and start off on the wrong foot. <A> It's not an absolute necessity to understand the business. <S> From the sounds of it, they didn't reach out to you because of your expertise in fintech or blockchain. <S> Do some high level reading up on the company, what they do, what markets they serve and do some high level reading on block chain so that you at least have some idea of the domain in which they operate. <S> If you're interested in either fintech or blockchain then this may be a good opportunity for you to get your feet wet and start gaining some experience and knowledge in both. <S> The more you know about these the better you can serve the company in your role.
| If you're offered and if you accept a job then you can dig more deeply into the company, their market, and the technology they use to serve that market. Avoid telling any company involved in finance about your own financial situation ("broke" - your own words).
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My two team members in a remote location don't get along with each other; how can I improve working relations? I recently became the line manager for a team of engineers, which includes a two-people subteam based in a different location (very far away from here, I haven't had a chance to visit yet, but it's something I'm planning to do). The two people in this subteam, Alice and Bob, don't really get along well, in particular, Alice doesn't like Bob. The relationship that makes up this situation is summarized by: Alice is senior to Bob in terms of years at the company, but not age Alice and Bob can't really communicate and pretty much ignore each other Alice openly expresses her dislike for Bob (to me, the rest of the team, and sometimes customers) Alice said she tried to fix this situation with Bob (not sure how) but it's now too late and she can't do anything about it How can I, as their (remote) line manager, try to fix this mess? <Q> Alice openly expresses her dislike for Bob (to me, the rest of the team, and sometimes customers ) <S> Expressing dislike of a teammate to a customer is such an egregious violation of the norms of professional behavior that I'd warn her never to do that again, and fire her if she did so. <A> There is nothing wrong with two employees not liking each other, provided they conduct themselves in a professional manner. <S> For instance, it is very bad that Alice tells others that she does not like Bob. <S> That is unprofessional and unacceptable. <S> Your job isn't to get to the bottom of their dislike and act as a relationship counsellor. <S> Two people cannot be made to like each other. <S> If you think the situation could lead to such problems, you can get on the front foot and indicate to them that they should make efforts to improve the working relationship, and that you won't tolerate unprofessional behaviour. <S> If one of them has a specific grievance, they should bring that up professionally with the other, and if that does not work, the correct course of action is for them to raise it with you. <S> You should then act on the merits of that complaint and in line with your company's HR policy. <A> Go over there, don't try to fix it by calls. <S> Get the three of you in a room. <S> Explain the situation as you experience it. <S> Explain the consequences of their behavior towards customers, team performance and their professional advance. <S> Listen to their side of the story, do not judge them. <S> Ask them how they think the situation can improve and what they think is needed to change the situation. <S> Facilitate in those needs. <S> Have a regular follow-up on how they work together. <S> If it improves, compliment them, if not: tell them what kind of behavior you expect and what they can benefit from it. <S> For you: this is the burden of being a line manager, lots of energy can go to this kind of issue. <S> Don't be a soft healer for it creates rotting wounds, but don't go too hard, and don't take it personally. <A> I understand your concerns and seems like you are reasonable right about doing something about the situation. <S> As others mentioned before, you as a manager really can't make two people like each other, but it is your job to make them both work as a team and also don't badmouth each other to other people . <S> The idea is straight-forward, but the execution really isn't. <S> I think the best course of action is to make sure to both parties that it is okay to have differences between team members, but it is not okay to let if affect the team results. <S> This means that you have to make to them that they need to be able to work with each other with a reasonable respect, and also to let them know that it is not acceptable to badmouth anyone about your relantionship problems. <S> Your only job is to make your team run fine and that there is no one badmouthing people behind everyone's back. <S> Also, on a long term, things probably won't get any better, trying to realocate the position of one of them <S> is also not a bad idea. <A> How can I, as their (remote) line manager, try to fix this mess? <S> Unless there is an issue with projects not being completed by either Bob, Alice, or both ( if they are supposed to be working together ) then there is nothing to fix. <S> As soon as there is an issue with projects or tasks being stalled or not completed, you need to identify the bottleneck and address it accordingly. <S> If either individual is not communicating with the other on work related matters ( whether it is initiating communication or replying to communication ), you need to speak with that individual. <S> Let them know that communication is essential, regardless of their feelings towards the other individual. <S> Don't get bogged down in any details of why they don't like each other because it ultimately doesn't matter. <S> Give them a warning for the first offense and discipline them for each subsequent offense to the extent that you are allowed to do so. <A> Regardless of how they feel about each other, as a manager you need to have an expectation that they communicate effectively when they need to . <S> Adding to Gregory Currie's answer I would ask who they were being tasked by (set objectives). <S> If they are being tasked by someone in your local office it may be easier to organise things so they are working on separate projects/pieces of work where they don't need to communicate. <S> If they are being tasked at the remote location or/and or working towards a common goal which is difficult to change it may be acceptable to leave the situation as it is <S> so long as they continue to communicate effectively when they need to (as other replies have pointed out.) <S> If Alice's behavior continues and she continues to badmouth Bob <S> you will need to consider recalling Alice from the remote location back to your local office . <S> If this is not possible you may need to consider making a change in personnel in other ways as other answers have suggested.
| Regardless of how they feel about each other, as a manager you need to have an expectation that they communicate effectively when they need to . You don't need to make it personal, you don't need put any of them on an unconfortable position and also don't need to make them like each other.
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How to answer: What will you try to accomplish in your first few months? What will you try to accomplish in your first few months? I was surprised with this on a preliminary phone screening interview for a technical position and my answer was, to be honest, not good. Notwithstanding that, even after a few days I am still not sure how to answer. I am not sure what the recruiter is getting at. EDIT: I gave what I felt like, was a rambling, possibly incoherent response. Saying something to the effect of: Creating the space to accomplish the tasks and learning ahead. Even now, after I've had time to reflect, it feels vague and unsatisfying. Can anyone enlighten me on how to be more concise? <Q> I am still not sure how to answer <S> Well, what will you try to accomplish in your first few months? <S> Do you expect to be using that time learning the existing systems? <S> Do you intend to spend the time building relationships? <S> Will you try and ensure that the team is following modern best-practises? <S> Will you keep your head down and get the lay of the land? <S> What I'm trying to get at here is that the way to answer this question (and all interview questions) is honestly . <S> If you answer honestly about your intentions and they don't like it, then you wouldn't have had a good time at the job anyway. <S> In response to your edit about being more clear and concise: A technique I like to use is to give a brief one sentence "executive summary" at the start, then go into more detail about what I mean. <S> If you need time to think before you have a clear summary ready then say that, maybe with a compliment about the question. <S> So (I'm trying to guess at your intentions based on what you wrote in your edit) something like <S> Wow, good question... <S> I'm not sure yet. <S> When I join a new team I like to start by learning about the tasks I'll be performing, and I've found that the best way to do that varies at different companies. <S> So I expect I'll spend my time learning the appropriate ways to get up to speed, and getting more in depth knowledge of the tasks <S> I'll be performing and the best way to perform them. <S> I'm not suggesting that this is a perfect answer (or the one that I'd give, or you should have given), but it's an example of the structure I'd use in an answer of my own. <A> A key question for you to ask in your interview is " <S> how will you and I know I am succeeding in this job?" <S> Then the question about your work in the first few months will have some context in your conversation. <A> If I were the one asking this question in a preliminary phone screening, I think what I'd be trying to get at is, "How familiar is this person with the company's mission and the work that we do?" <S> In other words, how serious is this person about working with us? <S> Did he take the time to learn about how we operate, our goals, and the challenges we face? <S> What aspects of the job will he be able to start on right away <S> and what will we need to train him on? <S> Since you didn't provide any specifics about the job, I can't suggest a specific answer, but here are some general pointers. <S> Be as specific as possible but don't try to talk about things you don't really understand as they'll most likely be able to see through it. <S> There's nothing wrong with saying things like, "I haven't worked with x <S> before <S> so I'll take some time to get up to speed," as long as you follow it up with, "I do have a lot of experience with y <S> and I have some ideas that I think could really help optimize your workflow."
| If you're not sure what your intentions are then just say that, and follow up with your reasoning about why you're not sure yet and the broad outlines of what you'd do to determine what you'd like to accomplish when you've learned more about the job and/or workplace. Also, don't oversell yourself by making bold claims you won't actually be able to deliver on.
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How to increase tolerance to incompetent co-workers I'm aware of similar questions had been asked before. But this question is more about myself: how do I increase my own tolerance? I understand that there is the Dunning-Kruger Effect . So incompetent people don't know that they're incompetent. But it does bother me, sometimes it bothers me so much that even makes me a bit angry, especially when the incompetent co-worker is also quite stubborn. For example, I believe the title "Senior Software Engineer" carries a lot of weight. Some developers should just stay at intermediate level regardless of how many years of experience they have. But the reality is that they get promoted to senior level because of the years of experience they have. They have been doing things in a certain way for x years without event knowing why doing things that way, and when not to apply this approach. But hey, I understand that I can't change the world. The question is, how do I increase my own tolerance? How do I not care when someone has no idea what he's talking about but just keeps talking? How do I stay calm when someone not only refuses to learn good practices, but also try to promote bad practices? <Q> For example, I believe the title "Senior Software Engineer" carries a lot of weight. <S> Don't. <S> Seriously. <S> The weight it carries varies wildly depending on the organization. <S> It can mean a lot, or it can mean basically nothing. <S> There is no certification or professional accreditation for "software engineer" to begin with, so it makes little sense to place much meaning on the modifiers of "junior", "senior", or "super-duper-level-X". <S> There is no reason to get hung up on titles, no reason to get hung up on the unfairness of the world. <S> If you do, you will only create more bad feelings for yourself and develop a reputation for being difficult. <S> The real problem here is that your workplace doesn't match your values. <S> If you aren't in a leadership role, there's not much you can do about it until you've gained a very high level of trust within the organization. <S> That takes time, effort, and, you will find, a LOT of tolerance and patience for accepting things as they are. <A> I understand where you are coming from. <S> I think the key is to realise that this is the reality. <S> Some people are just lucky and stumble up the workplace ladder, despite their shortcomings. <S> You also need to learn to pick your battles. <S> If something is not going to have a massive negative impact, maybe it's not worth your time and emotional <S> investment to be concerned about it. <S> Talking about issues with a friend or colleage is very cathartic. <S> Just make sure it's out of earshot. <A> How do I not care when someone has no idea what he's talking about but just keeps talking? <S> If this person is talking to you and you have other more important things to do ( <S> and the chat is not related to a task or current project) <S> I say it's perfectly fine to <S> politely dismiss them , something perhaps like: " <S> Hey Joe, I'd love to keep chatting with you, but I am in the middle of doing X. <S> Can we talk later?" <S> How do I stay calm when someone not only refuses to learn good practices, but also try to promote bad practices? <S> I take it <S> it's part of your job to teach good practices to others in your company. <S> If not... <S> well, then you are getting into something that is not part of your role, and something (teaching) where you will constantly have to deal with people learning or "incompetent" people (as, well, people that know don't need to be taught). <S> If teaching is not part of your role, I suggest you stop doing it frequently. <S> Try to help or teach when you can or are asked, but don't break your head if these people don't understand or learn what you say. <S> You are only putting yourself in a stressful situation. <S> Now, if someone is promoting bad practices <S> then that is something worth mentioning and changing. <S> When the person does that (most likely in a meeting or something) politely ask for their reasoning behind the way they suggest things are done. <S> Then, proceed to expose your suggestion in case it were indeed better than the one suggested. <S> Same thing applies to your code and version control tools. <S> If you see a commit where bad practices are in place, try commenting why they did that, discuss it during the daily stand-up, etc.. <A> I believe the title "Senior Software Engineer" carries a lot of weight. <S> As teego has said, this is the core assumption that is creating great angst. <S> Maybe if you conceptualise the issue in a more complex way, that might reduce your frustration? <S> Maybe the underlying assumption is that "Senior" means technically competent or "better". <S> How about the other ways the person that might be important and useful for the company other than technical skills that are valid and important? <S> Lets say the person was instrumental in founding the company in the past and this is an honorary position for them? <S> Or maybe this person is very well connected with customers or relationship building with important stakeholders that you may not be aware of? <S> I am sure you can think of many other legitimate and solid ways that teams and companies require skills other than technical to survive and do well... <S> Could it be that you have your own Dunning-Kruger blindspot? <S> Which blindspots do you have that might be causing some frustration? <S> Could it be that don't have the skills to keep calm, self-soothe (distress tolerance) or interpersonal skills to smooth over this difficulty?
| The point is, if you see bad practices, swiftly and politely bring it to attention, so you can work it out ASAP. If you can find an ally in your workplace, it becomes a lot easier.
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Potential new partner angry about first collaboration - how to answer email to close up this encounter in a graceful manner I'm a in-house translator at a company. We sometimes test new freelance translators to help us when we are short of in-house resources. One of our criteria for collaborating is to have the same tool as we have. Lately, a potential freelance who has a different tool insisted to be tested by us, telling that she would get the same as ours if she succeeds in the test. Thus, I made an exception, asking her for specific file-formats for delivery. She delivered one file in the right format but in a very different way as the source format and could not deliver one other format. Thus, we can see/test the translation but we cannot use it and we need a lot of extra work to fix it (although we wanted to save time by outsourcing). When I asked her to deliver another format, she criticised our recruitment process and was very angry that the technical aspects are as important to us. She will not send us the bill and doesn't want to hear from us any more. I fear for the reputation of my company and mine. I want her to understand that the point is not only the technical aspect, but the manner she deals with us as a client (not helping to find a solution). How can I answer her mail in a professional way? I simply want to close up this encounter in a graceful manner. <Q> Dmitry is right in his answer in that you allowed the candidate to submit the sample work in a different format without knowing what the consequence of that change would be. <S> This is something that you need to be proactive in admitting is your problem. <S> You also need to point out why this has resulted in the rejection of this candidate. <S> For the purposes of this trial, you requested to use a tool that isn't standard for our organization. <S> We allowed this in your case as we wished to see the standard of your work. <S> Unfortunately, our process is particularly technology-assisted and the file format of your submission was too incompatible to adequately assess your translation. <S> For this reason, we have regretfully had to reject your candidacy. <S> We admit that we unintentionally misled you regarding the format of the submission and didn't realize that the result would be unworkable for us. <S> We apologize for the conflict this has caused. <S> Naturally, you deserve payment for the work you have done for us. <S> If you don't wish to receive payment yourself, please feel free to nominate a charity of your choice. <A> You allowed this person to be tested using a different tool. <S> To me, that would mean that you wanted to evaluate the quality of the translation, not the format of the submission. <S> Perhaps that person assumed the same and felt that her time was wasted. <S> In any case, this person got angry dissatisfied with your recruiting process, and I don't think that explaining that you didn't like her manners will make it any better . <S> The best thing would be to apologise that the test didn't work out (even if you don't think an apology is due), and move on. <A> You tested her and she failed, that’s it. <S> Because she didn’t deliver what you needed, and because you can do without the drama. <S> Or, you can go to your manager and ask them for advice. <S> Your company’s reputation will not be negatively affected by this. <A> I coordinated translations for localization at one of my previous jobs, so I can commiserate. <S> We used QT for our translations, and it comes with a built in tool for doing the translations (QT Linguist). <S> For our first round of translations, we allowed our contract translators to use any text editor they pleased as long as we got the XML from them. <S> This turned out to be a big mistake, as we ran into constant errors with their translations that required me to fix them. <S> The biggest mystery came about with line endings (DOS vs Unix) because it never occurred to us that it could be the problem. <S> There were also constant errors with unclosed or missing XML tags, elements & attributes not correct, etc. <S> Editing those same files in QT Linquist resulted in usable files. <S> So, when we sought bids for future translations, we stipulated that they must use QT Linguist for their translations. <S> Some of the previous translators balked and we had to find replacements for them, most just accepted the change and carried on. <S> We never heard from the ones who balked again, and never expected to. <S> The upshot is there's nothing to worry about with your company's reputation, it sounds like you're just dealing with someone who's difficult or insecure (or both!) <S> , neither of which are your problems. <S> Let her contract expire and find someone who can deliver the product you need without drama.
| You can reply that the technical aspects created you lots of costly extra work (that should explain to her why it is important to you), and that you will not be using her services in the future.
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Ask for a paid taxi in order to arrive as early as possible for an interview within the city Recently I have had the great opportunity of experiencing a company paying for a flight to make an onsite interview. This may be common in the US, but not where I am or the people I work with, it was a great experience. Unfortunately they decided they wanted to keep looking for candidates. Now a new company has contacted me, they seem to be in a bit of a hurry. We are trying to set a day and hour for the onsite interview. The problem is, they have the same working hours I do, and neither of us can effect the interview during our working hours, so in order to arrive to their location by public transport, I would take one hour. They would need to leave work to their home 1 hour + time of the interview late. Is it reasonable to ask for a paid taxi or uber, since on car, it is a 15 minutes journey? I do not own a car, but I could pay for it myself, and am unsure how will that be viewed, i.e. asking for a paid taxi instead of paying my own trip. Is this somewhat normal/acceptable? Would I be too unreasonable? My objective is to arrive early so I am accomodating to what I guess are their needs (they have asked a couple times if it could be sooner and so on, which could not be, unless I do not work that day and risk being rightfully fired...) Also, how should I ask for this option in order not to sound rude? Thank everyone in advance, this place is always helpful UPDATE: At the end I did something very similar to the answer by @davnicwil since me and a couple of IRL colleagues thought the same, I thought that was consensus enough. I did not expect this many people helping and pouring their thoughts and experience, so I ended up asking about the possibilitie, and turns out they are not in such a hurry and have re-scheduled for next week, and we are currently working out which day and hour works best for both parties. Probably next time I will act differently, but just wanted to update that this one time it does not appear, so far, to have hurt that badly (it is possible the HHRR person has acted as a shield since is the only contact I have with them, and acts as a mediator, but this I will never know). <Q> I was in a similar situation once, a few years ago, and I chose to cover the expenses myself. <S> To me it seemed like a good investment, considering I really wanted the job. <S> While there's probably no harm in asking, I figured: why take the chance it might offend someone, or leave them with an impression of me worse that it otherwise might be. <S> I wouldn't want to come up equal in the candidate scores, and be sorted out as greedy.(Even though I don't really consider this greedy, who knows if the interviewer does?) <S> So in the end, I think it's up to you <S> how you feel about it. <S> If I could afford it, I'd pay myself. <S> Every. <S> Time. <S> Note: I spent about $300 in transportation expenses during the interview rounds. <S> But I got the job. <S> I've earned back the money many times since, partly in salary, partly in better job satisfaction and benefits. <A> I think you're overthinking this. <S> Just ask them to book and pay for a taxi. <S> Seems like the company is quite keen to interview you ASAP based on: they seem to be in a bit of a hurry they have asked a couple times if it could be sooner Now, two things <S> They know that if you're good, you won't be able/willing to bend to accommodate their schedule at the last minute. <S> Recruiting is really expensive, much more so than most candidates realise. <S> Overall budget for a successful hire is typically $Thousands. <S> I'd simply suggest something like the following <S> I cannot take vacation from work at short notice, so perhaps I could come in early on {earliest possible day} morning for the interview. <S> If you can provide a taxi for me both ways, I can arrive earlier and leave later and this would give as much time as possible for the interview. <S> They want you to come in ASAP, and there's a scheduling obstacle in the way that can be solved with petty cash. <S> You're bending to their schedule, they should accommodate that. <S> And they will, without blinking, if they're serious about hiring you. <S> Don't worry about the question offending anyone. <S> It's a fair request. <S> If it does offend someone, it's a red flag frankly. <S> And you know what will make you look like a weak candidate? <S> Bending over backwards to fit your schedule around them at the last minute, paying your own way to do so. <S> That comes over desperate. <S> Remember - they need you just as much as you need the job. <S> Everything involved is a business relationship, including the recruitment stage. <S> Note: notice that you're not suggesting paying for the taxi yourself then reclaiming expenses. <S> As @rath's answer points out, nobody's got time for that for such a small amount. <A> I work in recruiting and we haven't quite got there yet, buying cabs/Ubers for local interviews. <S> Although I've joked, the way people ghost or no show for car troubles, getting lost, traffic/accidents that might be next... <S> But yeah it's one thing if there is interest from another city, but locally you're responsible for showing your own reliable transportation, and mass transit is that. <S> But if you find out they do, then you might find space in the convo to mention you Ubered from work location, and MAYBE someone catches <S> it says send me your Uber receipt. <S> Maybe call and ask reception a few days ahead to investigate how people typically get to work. <S> But don't go in expecting them to reimburse. <A> It never hurts to ask. <S> I believe big companies have rules and they either pay for something or not. <S> So you don't have to be somehow specially convincing, just ask politely "is it possible that you....". <S> Also, usually, there is another person who manages your trip than the recruiter or interviewer. <S> They may share impression about you to somebody who makes decision, but it at least should be subjectively easier for you for change the topic. <S> PS: <S> personal experience: I was invited to onsite interviews and went in that cities with my family, and have been discussing with the companies in details how much they are going to pay for hotel etc. <S> I am not sure how I would accomplish it with "it will hurt to ask" attitude. <A> It's not rude to ask, but it's not very professional either. <S> The company knows you're located in the same city, and that they are reachable by public transportation. <S> Asking for a taxi ride in this case is not common. <S> In the end, you're trying to save your time, and suggesting the employer should pay for that will not play in your favour. <S> Especially for a 15-minute ride you'll likely to leave the impression of being a penny-pincher.
| Just get them to book and pay for it. If they really want to interview you and there are obstacles in the way, they'll pay $Tens - $Hundreds to remove them without a second thought. However, I would try to learn if they have a lot of transit users before the interview, as that would still be your mode of transportation if hired, they may offer discounts to employees.
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What are AWS requirements for Senior Software Engineers? I'm seeing a lot of senior engineer jobs that require Amazon Web Services (AWS) experience in addition to software development experience. Can anyone expand on what this means? Does it refer to working with AWS instances, creating servers etc. or is there a deeper software development link to AWS via API's that I'm possibly unaware of. [edit] No it isn't company specific. A quick scan of this mornings listings on jobserve.com showed AWS as a requirement in 5 out of 10 'Senior Software Engineer' jobs. This question cannot be answered by inquiring with the company because job postings are handled by recruiters who aren't going to be able to answer the question. One recruiter told me that a customer was posting a job for 5 years of Kubernetes requirement in 2016, something that wasn't possible but it was requested nevertheless. I suspect AWS is being slapped on the list by hiring managers and this is why I asked the question here, to try and validate the requirement. So no, it isn't off topic. <Q> I'm seeing a lot of senior engineer jobs that require AWS experience in addition to software development experience. <S> Can anyone expand on what this means? <S> Does it refer to working with AWS instances, creating servers etc. <S> Although this is job-specific, <S> yes , that is basically what they are expecting from possible candidates. <S> Besides knowing how to code, jobs that ask for AWS experience are looking for candidates that have hands-on experience with AWS services and products (servers, RDS, EC2, Lambdas, etc.). <S> Still, this will really depend on each specific job and company and what they really want in a candidate, but <S> broadly "AWS experience" is what described before. <A> Impossible to say exactly the scope <S> but I would imagine the very least would be integrating AWS with a CI/CD tool like Jenkins. <S> I would imagine the very least knowing what CI/CD is but not necessarily AWS. <S> Also there's the whole aspect of configuring the AWS for DBs and things like that. <S> I would imagine you'd need to talk to the job about exactly what they mean by the generic term AWS. <S> I would say it's better to explain your skills with AWS rather than worry about what you think they want to hear. <S> That way you go in able to explain what you know <S> and they'd know without you stumbling to figure out things. <A> Amazon Web Services actually offers more than 150 services and tools in 2019. <S> It is unreasonable to expect a developer to know all services in detail – especially not the new very domain-specific services. <S> But there are a couple of services that have been around for quite a while and that are the base of every infrastructure: EC2, RDS, S3, elastic load balancers, elastic IPs. <S> I would expect that a senior engineer knows them all and has used them via GUI and CLI. <S> They should be able to describe the use-cases, how pricing works, disadvantages, etc. <S> And I would expect that they know how to organizes and manage AWS infrastructure as code. <S> Apart from the basics it highly depends on the company and its needs. <S> They might be interested in big data, search engines or machine learning. <S> I would not expect that someone who just said they had AWS experience without going into details that they had any knowledge in these services.
| Furthermore, I would expect a senior engineer to understand security-related topics and tools on AWS: IAM, roles, policies, VPC.
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How do I know if I suck at code reviews? I’m a senior frontend developer. My career is going great but I feel like I'm terrible at reviewing other people's code. There’s a much higher level of complexity that I can understand when its code I've written compared to reading other people. I know this is true for everyone to some extent, but not sure if I’m worse than average. I also don't know how much care other people are putting into code reviews. I’m also dyslexics which makes it hard to remember lots of variable names across multiple files. Anyone else feel this way? Or has anyone else had this issue but come up with a strategy that helps? <Q> There's a golden rule of programming: <S> Code is meant to be read by humans, and only incidentally executed by computers. <S> If you can't read the code? <S> Then it's bad code. <S> "But maybe it's because I don't have the best memory, and I have to try to... <S> " <S> No. <S> Stop. <S> As much as I love Internal Locus of Control, and finding ways to fix issues instead of blaming others... this really is an issue of bad code, because if a human can't easily read it, it doesn't matter how well the computer can execute it. <S> Let me give an example: // <S> Code File <S> #1 <S> :Declaration of some variable named execptr;// Code File #2:if (execptr == null) <S> { startSvc();} ... why is there some variable in code file #1 <S> that's being referenced like that in Code File #2? <S> Why is it named horribly? <S> Why isn't the code in Code File <S> #2 clean and self-documenting? <S> Compare this with: // <S> Code File <S> #1 <S> :Declaration of some variable named GlobalServiceInstance// Code File <S> #2bool serviceInstanceIsRunning = <S> (GlobalServiceInstance <S> != null);if <S> (! <S> serviceInstanceIsRunning){ <S> StartGlobalServiceInstance();} Notice the difference? <S> The second example, I've named the variable better, I've used a temporary variable (serviceInstanceIsRunning) to document what's going on, etc. <S> Short Story: If you can't read the code, Say <S> So! <S> Say, "I don't think this code is very clear - I can't tell at a glance what it's even trying to do. <S> Can you use better variable names, better function names, etc?" <A> There’s a much higher level of complexity that I can understand when it’s code Ive written compared to reading other people. <S> There's nothing wrong with that - everyone is the same. <S> If it's not obvious to you what this code is doing, it's likely the next person to check it out will have the same reaction. <S> Remember that code reviews can be a dialog, not just the reviewer shouting some fixes at the committer. <S> Talk with him, decide if there's a better or clearer way of achieving the same thing, and see if you can work something out where you understand what's going on. <S> I’m also dyslexics which makes it hard to remember lots of variable names across multiple files. <S> As such, it's a point you should call out on review, and discuss a clearer approach. <S> I couldn't make head nor tail of code that required me to remember lots of variable names across multiple files either, and I'm not dyslexic. <S> I also don't know how much care other people are putting into code reviews. <S> That varies enormously, but I think it's fair to say it <S> should be a lot of care. <S> The code review process is an investment against technical debt - and that is a very worthwhile investment. <A> If you review my code, and you say "I don't understand it", then there are two obvious possibilities: There's something wrong with my code, or there's something wrong with you. <S> With the right tools, you will review and add comments where either you think my code is wrong, or where you don't understand it. <S> If my code is right <S> but you think it's wrong, quite likely better comments are needed. <S> Quite possibly it needs changing from "correct" to "obviously correct". <S> And of course the same if you don't understand it. <S> I do expect you to be proficient in the language used. <S> I don't write "smart" code, but I use what the language offers and expect you to understand it. <S> If you don't, I can explain it to you, but I won't change the code in that situation. <S> For example, we have some Swift code, and if you don't know what "if let" means or what a "defer" statement is, tough, you'll have to learn it. <S> So if it's me on the other side, just do your code review the best you can, and we'll sort it out.
| If the code requires you to remember lots of variable names across multiple files to understand it, then it sounds like it's potentially rather bad code (possibly too tightly coupled to too much other code.)
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Why would a company skip an HR interview? What would make an established company hire someone without doing an HR interview (after several on-site technical interviews) ? The interviewers said that there will be an HR interview, every mention of their hiring process mentions an HR interview, they have an HR department. <Q> No one can know specifically why in your case, but my guess is that they've decided it's unnecessary. <S> Every time I have been interviewed by HR, it's been a pre-screen that has covered things like: willingness to relocate, general information about the position and company, high-level compatibility check, and basically checking any other deal-breakers to save the hiring manager and team's time. <S> If you've already done the technical interviews I can't really imagine what an HR interview would cover. <A> Why would a company skip an HR interview? <S> It could be one of two things. <S> The technical interviewers felt confident enough that you were a good fit for the position and they have a good trust relationship with the HR interviewers that they want to move forward with you without needing HR's opinion. <S> or The technical interviewers do not think you are a good fit and do not want to waste HR's time with someone who they ultimately do not want. <A>
| HR is not necessary for technical professions after adequate credentials are established and there is a definitive and immediate need in that professional
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Could sharing my salary publicly affect me negatively in the future? If I was to share my salary history for my entire career publicly, could I get into any strife down the line? The motivation for sharing: I subscribe to the theory that companies actively discourage the sharing of salaries so that people don't know what their peers make and therefore don't ask for that salary. I think it's important public knowledge for people who want to get into my field to know what they could make <Q> Yes. <S> So you should check that. <S> Secondly, when negotiating pay down the track, maybe at a different company, they could use this data against you. <S> If you feel inclined, do it anonymously. <A> You're exactly right about why companies discourage (or prohibit) sharing salary information. <S> From employers' points of view it reduces workplace conflict. <S> And it lets them get away with paying different people different salaries for the same job. <S> Would changing this custom be good? <S> Probably. <S> But, with respect, choose your battles wisely . <S> Are you like Jake and Elwood Blues from the old movie, "on a mission from God?" <S> https://www.youtube.com/watch?v=-4YrCFz0Kfc <S> If so, what will it gain you? <S> Ask yourself this: If you share this information, will it truly help change this custom? <S> If you're well-known and influential it might. <S> Otherwise, it might just mess up your career a bit. <S> Is it worth the trouble? <S> There are boards (like glassdoor) working to open this information up. <S> Check them out. <S> Read their mission statements for insight on how they think about this problem. <A> Sharing your salary amongst coworkers is an employee's right. <S> It is a communication step toowards legal unionization formation <S> and there is precedent that it should not be infringed. <S> If you get in trouble, contact your labour board, or tell your manager you will be contacting your labour board.
| And think carefully before you share anonymously; some companies monitor their online profiles carefully and may figure out your identity. Firstly, it may be in breach of your employment contract or company policy.
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How to address a suspicion that my co-worker is not reviewing my work? On each project we submit drafts for peer review. Whenever one particular colleague of mine performs a review of my work, she always returns it with no comments. I always get comments from everyone else. This leads me to suspect that she is not reviewing it and simply billing time to the project. I work on engineering problems that provide drinking water to communities - I rely on an effective review process to catch occasional errors and identify potential improvements in my work. How should I address this suspicion, either directly with my co-worker or with my manager (or someone else)? In the past I've: Mentioned to my manager that I consistently get no comments from this one individual Mentioned to my co-worker that other reviewers consistently have feedback for me and would appreciate feedback from her <Q> Talk to each other - have a team / departmental meeting to agree on what constitutes a Pull Request (Peer Review, etc). <S> Maybe you also have different levels of PR, depending on the complexity of the commit. <S> Just review the changes? <S> Compare changes against requirements spec? <S> Has submitter also done minor refactoring to improve the codebase? <S> Are there unit tests? <S> It doesn't matter as long as you have generally accepted guidelines and ideally more than one approval. <A> If you are sure there are issues that should have been caught (sometimes there really are no comments to be made) <S> then it sounds like you have already gone through all of the usual steps by asking her about this and escalating to her manager. <S> I think your managers are the same from the way you have discussed this, but if not then you can escalate to your own manager or whomever is accountable for the work you are doing. <S> A simple way is to add an obvious error (or multiple errors) into your work and submit it for review. <S> But it doesn't seem a good idea just to try and catch someone out in that way and <S> this may backfire if the manager thinks you are deliberately trying to catch her out Perhaps by saying to your manager that you found an error yourself after you received the review back with no comments and that the obvious error was not caught, that might work <A> Since you're talking about math models for water supply equipment... <S> There should be a business process for approving important and life-critical technical decisions in your company. <S> That checklist would automatically define the scope of the review. <S> A better way could be to have another expert double-check the calculations independently, including the choice of parameters and put their signature only if everything matches. <S> But that's another level. <S> Talk to your boss. <S> It's a business process that they should have established. <A> The first question here is: Why do you care? <S> If she missed some errors, this may be a problem, but if right processes at at place, then she will be caught not reviewing your job. <S> And if you doesn't make mistakes, it doesn't matter if she reviews your work or doesn't, does it?
| In its simplest form, there should be at least a checklist document where each of the experts involved in review should write "checked and approved" and put their signature next to every action they should have performed during the review.
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Not sure whether I'm really so bad or people's expectations are unrealistic I joined a consulting company and was staffed on a project. I have several years of professional experience, I'm not a recent graduate. I worked as a consultant before, so it's not like I don't know the field. However, this situation happens to me for the first time. The first day I joined the project, I was given a max. 15-min introduction to the (very complex) project and asked to quickly create a presentation on the project for the highest management: a project plan, goals, schedule, roles. (I've been on the project for a while now and can say that none of these was clear or is clear now). I was given around 3 h for that. We arranged to discuss it let's say at 3 pm. I was also sent a long deck on the project and since I hadn't received any, even the most basic, info on the project before I started up by going through the deck quickly and coping the slides I found important for my task into the new deck. After an hour or so, my boss came and told me to urgently send him what I've done so far. I told him I didn't have a presentation yet and intended to say that I'd been getting acquainted with the topic first. I was interrupted and asked to immediately send him my presentation. So I sent him the collection of random slides copied from the other deck with some structure and notes in it. I tried to explain my approach but wasn't given a chance. I was repeatedly interrupted. He then told me I completely misunderstood the task. Situations like that have repeated several times. I'm wondering whether this is normal. How to understand whether I'm the problem or the environment is? <Q> I'm wondering whether this is normal. <S> How to understand whether I'm the problem or the environment is? <S> Based on your description, seems that these things they are asking you to do are only expressed verbally. <S> A way to avoid communication problems and <S> "that's not what I wanted" <S> situations is to write down what is asked and expected , instead of only agreeing on it verbally. <S> Ideally you should do write it down and then send it via email or similar to the ones involved, so everyone is on the same page on the things that were asked and should be done. <S> This also helps as a backup in case <S> any feature or detail not specified magically seems to be expected. <S> Everyone can check the written evidence of what was asked and realize that it was not asked in the first place. <A> Publicly asking if you "understand the language at all" is very rude. <S> I wouldn't bother looking into why the supervisor is behaving this way, that's not your concern. <S> Look after yourself first, and quietly look for a new job. <A> This is probably indicative of larger problems. <S> Like constantly being under the gun, behind on timelines, over promising and under delivering, etc., etc.. Is this normal? <S> If what you've stated are the true and clear facts, and if you haven't omitted important details or left out part of the story, then I'd say that this is not normal. <S> It may or may not be common but it's definitely not normal. <S> It's also not indicative of a healthy organization.
| No reasonable person would expect this of you on your first day on the project.
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Suggestions on job hunting for a new CS graduate I just graduated from my CS masters degree and am trying to find job. I have no prior work experience and I am in a pretty confused state about what I should be doing. I was told to do leetcode by a lot fellows and was suggested that it is the only technical stuff I should be preparing. I have been doing leetcode for a pretty long time and finished 500 ones, proficient in around 300 questions. However because my resume does not goes through HR most of the times and the question base grows day by day, it depletes my stamina to continue solving algorithm questions. I have been applying jobs online through glassdoor/indeed and the response rate is low, and I do not know how HR filters the resume. Is it necessary to network with the people in the group relevant with the job position before I apply? I have a friend who plans to open a restaurant and she wants me to write a online ordering system for her. I feel it could be a good plus on my resume and I accepted that. However I feel it could take me a lot time and energy to build a full-stack commercial app and doubt if it is worth it. Is there any other technical stuff I should be learning? or I should just be sticking on algorithm questions? <Q> I was told to do leetcode by a lot fellows and was suggested that it is the only technical stuff I should be preparing. <S> [...] <S> Is there any other technical stuff I should be learning? <S> or I should just be sticking on algorithm questions? <S> You say you are a CS Masters graduate. <S> I think that you should by now already know a good deal of technical stuff. <S> Of course, continue pursuing your interests, but with a Master in CS <S> you already should have good skills that should enable you to perform well on a CS job. <S> It's very different what is required for a, say, Deep Learning developer than a Frontend Developer. <S> Decide what you want to work on and focus on strengthening skills relevant to that. <S> I have been applying jobs online through glassdoor/indeed and the response rate is low, and I do not know how HR filters the resume. <S> Is it necessary to network with the people in the group relevant with the job position before I apply? <S> I've heard that those sites do not have the fastest response rates out there. <S> Even if they did, it's expected that sometimes response rates are slow. <S> Networking always helps. <S> It's not the only thing that matter, but it does help. <S> I have a friend who plans to open a resturant <S> and she wants me to write a online ordering system for her. <S> I feel it could be a good plus on my resume <S> and I accepted that. <S> However I feel it could take me a lot time and energy to build a full-stack commercial app and doubt if it is worth it. <S> If it's going to (1) give you some income, (2) let you hone your dev skills further, and (3) give you some experience you can put on your resume (which you currently lack) <S> , then I say it's worth it. <S> I suggest you at least consider meeting with this friend, so you can get into more detail on the idea. <S> That way you will get a better idea of the extent and feasibility of doing it, and be able to decide if you take it or not. <A> I have a friend who plans to open a restaurant and she wants me to write a online ordering system for her. <S> I feel it could be a good plus on my resume <S> and I accepted that. <S> However I feel it could take me a lot time and energy to build a full-stack commercial app and doubt if it is worth it. <S> My first gig was a video rental system I did for a small shop <S> - my father knew the owner and set this up for me. <S> I did it while I was still studying. <S> I was paid peanuts <S> (and it was pretty low quality anyway) <S> but it gave me something to put on my resume at the time. <S> It definitely helped me land my first real job . <S> And after a couple of years I just stopped putting it into my resume as it was no longer relevant. <S> After I took a long break from software and came back the advice I was given was trying some freelancing work. <S> Problem with that is the market is over-saturated (especially for web design). <A> I have a friend who plans to open a restaurant and she wants me to write a online ordering system for her. <S> I feel it could be a good plus on my resume <S> and I accepted that. <S> However I feel it could take me a lot time and energy to build a full-stack commercial app and doubt if it is worth it. <S> If you go ahead with this then make sure you get paid for it (and paid hourly, not as a lump sum - the scope will continue to grow). <S> There are two main reasons I say that: You already know that solving algorithm questions depletes your stamina. <S> Working for free will be no different - in fact <S> it's likely to deplete it even more. <S> If you get paid for it then you can honestly list it as your first job. <S> It's a lot easier to get interviews when you have a job on your CV than when you don't.
| Furthermore, you should try to learn or strengthen topics that are valuable in the industry and kinds of job you want .
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Should I add my personal dreams in my life to my portfolio as Software Developer? I hope I am posting this question on the right website. I am making a portfolio as a professional in software development and I am wondering whether I should mention my life-dreams. For example, one of my dreams is to speak 4 languages. I ask this because while googling around for a long time, I came across a lot of websites saying that development companies want to know what your dreams are. I suppose they mean your professional dreams. Do you think that it is a good idea to add your personal dreams to your portfolio or is not necessary? This is an example of what I consider as part of my website: <Q> You have misunderstood what somebody meant by dream. <S> It is okay to put a career objective in your resume. <S> The best career objective is one that aligns to the needs of the business you are applying for. <S> There are probably a very small number of jobs where learning to speak four languages is a useful career objective to put on your resume. <S> If you do put a career objective, it should be very short, and should not consume much space at all. <A> You shouldn't include "My Dreams" as part of your online portfolio/website as it labels you as a dreamer (someone who would rather look out of the window than doing actual work). <S> You don't need to list your ambitions or goals at all as this by implication <S> can exclude employers who don't feel that they align with what they want you to do, and employers don't want to be used in order for you to complete your goals. <S> Your goals remain your own to achieve, you should list those separately (in your own personal space). <A> I ask this because while googling around for a long time, I came across a lot of websites saying that development companies want to know what your dreams are. <S> I suppose they mean your professional dreams. <S> Do you think that it is a good idea to add your personal dreams to your portfolio or is not necessary? <S> It might work at certain tech companies. <S> I think it would be best left as a joke as a short introduction about yourself. <S> For example, "Hello, my name is Bob. <S> I have fifteen years experience in the IT world with emphasis on X, Y, and Z. <S> During personal times, I am taking care of 2 children along with my wife, Sally of 10 years. <S> It is our life long dream to open a coffee shop." <S> That would be funny and eye catching. <S> Shows your skills and at the same time your personality. <S> Otherwise writing "Dreams" as an objective point on a resume sounds horrible and would be put into the shredder. <A> Resumes, CVs and portfolios should demonstrate skills and experiences that you already have which would be valuable for potential employers. <S> They are looking for you to be productive now (or soon after hiring). <S> Your dreams/goals are valuable to an employer after you achieve them. <S> Saying you would like to learn new computer language isn't valuable to the hiring manager because there is no guarantee that you will actually do it or when. <S> You need to sell yourself on attributes that the hiring company will get as soon as you are hired, not at some distant unknown future time. <A> Best not to. <S> CVs/portfolios are formal documents if anything, and folks expect them to be a bit sober and formulaic. <S> At the least, you're hurting your chances to find jobs cause people will skip based off of bad signals. <S> If they can't easily parse you from the CV, or if it raises some red flags (beware! <S> a non-conformist!) they'll skip you and move on to a different candidate.
| By all means talk about your personal goals when asked at interviews, if those goals demonstrate that you wish to add value and are relevant to the company you're interviewing for.
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How to ask manager if I am about to be laid off? My company has many offices in USA and the rest of the world. Many teams or individuals work partly or fully remotely in this company. Many people have quit the company over the last few years and some were laid off recently in my time zone. Our stocks are not doing well and the image of the company is bleak overall. But, we are developing new software products to replace our old ones and the new products are somewhat ready to release to the market. Most of the work for maintaining the old ones has been moved overseas. The work for the new products was mostly given to overseas to begin with, but we are trying to get a large part of it back back onshore. I work in "IT" in one of the USA offices, but the rest of my team works in an office which is in a different time zone in USA. I have recently been moved to this team and I am in the process of getting KT or knowledge transfer i.e. learning about the systems and work of this team from another teammate (call him Rick). Another teammate (call him James) who has the knowledge has been moved to another team and is giving KT to an offshore team in parallel. Unfortunately, my manager suddenly announced that Rick has been moved to another team and won't be available long enough. The rest of the team complained that the move is too soon. Moreover, my manager mentioned that he is getting someone (call him Nikhil) from offshore soon to replace Rick. He will work in my team's office. It seems that there would not be enough work for both me and Nikhil. I am not sure if my manager wants to keep me only until Nikhil comes to the USA and becomes productive. But, I'd like to know. How can I ask my manager this question in a diplomatic way, without sounding like I am worried about my job ? Thanks. <Q> Before asking your manager anything I would suggest that you work on your resume and start applying to new companies. <S> The situation at your company does not look good from what you have described and you need to be prepared for the worst case scenario. <S> If you are going to be laid of and he knows it, he probably has an idea of the time frame as well and would want to keep you doing work as long as possible before that time. <S> I have been in a situation where a whole department was going to be eliminated, the manager knew and kept assuring the the employees that no major changes would be made. <S> Unless you have a great relationship with your manager on a personal level it is very unlikely that they will truthfully answer your question. <S> At the end of the day, the manager's loyalty is usually towards the company and his own job security and not an individual employee. <A> You can ask. <S> Probably will not get a 'real' answer. <S> It's been my experience that position eliminations (which is the HR friendly term for laid off) come from levels above a team lead or manager. <S> I've had happen twice in the last three and a half years. <S> In the first case back in Jan 2016 <S> my supervisor knew of a pay raise and promotion <S> I was to get but not of my being laid off. <S> The raise was significant (8½%) and went into effect on the 1st paycheck of my 12½ month severance. <S> The 2nd layoff was last November. <S> My supervisor did not know beforehand. <S> I was scheduled for a new project starting in January. <S> This was after it was announced in September by the CEO of the company that acquired us that "the integration is complete". <S> He lied. <S> In both cases the decision came from outside my team. <S> Now for the good news. <S> In both cases I found a new job in less than three weeks with a 10% bump in pay. <S> I'm still getting calls. <S> IT (at least as a developer) is hot right now. <S> As of right now, in the St Louis market they are more development positions than experienced developers to fill. <S> Update the resume. <S> Talk to recruiters. <S> trust in your skills. <A> Whether or not you'd get an honest answer, which is really what you're looking for, is a function of how well your manager trusts you to keep your mouth shut, and how likely your manager is to need you so you can (probably) be reassigned to another team. <S> First things first -- unless I didn't care about my own job security, I wouldn't tell you anything if I were your manager. <S> Most likely I'd be vague -- "Sorry, RG, but <S> personnel decisions are very sensitive and I just can't tell you that one way or another." <S> Because, whenever I've been a lead, my response to such things is "I will jealously protect the interests of the company." <S> Secondly, now that you've asked me the question I dodged, I'd tell my managers that you're likely to bolt without a good answer, and we'd discuss whatever it was we had planned for you. <S> And if that meant "You'll be moving to a new role in 6 months", I'd call you into my office and say ... "Please hang-tight -- we'll be moving you to a new role in 6 months."
| Also, asking your manager likely won't be helpful.
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Asked my boss if he can avoid scheduling me after 6:30pm I have been at this company for 3yrs 7 months. Before the schedule was made, I emailed my boss asking him if he could please not schedule me after 6:30pm because I don't know when my car will get fixed, due to my financial situation. He already knew that my car wasn't working because I told him a week before my email. And that the bus gets to my job at 6:57pm. I asked this because if I don't take that bus, I will have to wait till 9:47pm for the last bus. Costco closes at 8:30pm. So, it is very dark and lonely after that time and I would be having to wait outside. Well he did the schedule for the next 2 weeks and scheduled me for the first week until 4pm. Which is good, however the week 2 he schedules me from 2 to 8pm. Now I am going to have to wait 1hour and 47 min in the dark alone outside of Costco to get the bus home and I would arrive home about 11:35 pm. There was a situation about the timesheets on 7/28 I didn’t get paid for Sunday which is our ending day of our pay period. So, I called HR and asked why. And told her how our timesheets are handled. So, HR brought it to his attention and it had to change. Ever since then he put us on a point system we ate allowed 11 points a year. By that time, he knew I didn’t have a working car. So, I have been late or requesting to leave early to catch the bus. Well I now have 9 or 10 points. As to before us arriving late wasn’t a problem for him as long as we called before our shift that we are running late. We’ll all that was changed, we have to call in 1 hr. before our shift if we are not going to make it to work and if we are going to be late. Even though we do this point are added and it effects the point system. Other things have happened since the timesheet situation. But is there anything I can do? Because I feel like I am being harassed by my boss. <Q> In jobs with a fixed assigned shift schedule, it is not unreasonable to have a system for tracking when employees don't make their shift. <S> This has a negative impact on the department/company because if the boss has to find a replacement and potentially someone has to work overtime. <S> I've known of companies where people have been fired for missing shifts, so the system your manager has using points actually seems more flexible in allowing for some misses. <S> With regards to your car situation, it would be nice if your manager were accommodating of your problem, but I don't believe they are obligated to adjust the schedule for you. <S> The means and length of the commute are the employee's concern, not the employer's. <A> Without knowing the circumstances of everyone on the schedule it's impossible to know whether your boss deliberately ignored your request not to be scheduled after 7pm or whether that was just the way the proverbial cookie crumbled. <S> Given they only scheduled you for the later shift in the second week it sounds as though it's not as though they are punitively scheduling you late. <S> And I say "request" because that's what it was - it sounds as though your company operates until 8pm and that it's legitimate for someone in your role to be working that 2pm-8pm shift. <S> You aren't going to be the only person who has reasons not to want to be working the later shift <S> and it's not fair to dump it all on other people for weeks on end. <S> And to be fair <S> it sounds as if you've been pretty flaky for some time already. <S> Yeah the points system has come in at an awkward time for you which is unfortunate <S> but it's still your responsibility to be at work on time and to work your alloted shift. <S> i feel like i am being harrassed by my boss. <S> Really? <S> Sounds like your boss is trying to actually ensure that their employees show up and do their jobs. <S> Now i am gonna have to wait 1hour and 47 min in the dark alone outside of costco to get the bus home <S> and i would arrive home about 11:35 pm. <S> Yeah that sounds pretty unpleasant and despite what the blunt tone of my answer might suggest I do sympathize. <S> But really this is a you problem - not your employer's. <S> It might be worth talking to some of your colleagues and seeing if any of them would be willing to trade shifts with you for that second week. <S> If so you can take the proposed schedule change to the boss and then you are bringing them an already solved problem rather than just dumping a problem in their lap. <S> For any shifts you can't get swapped then it might be worth seeing <S> if there is anywhere nearby that is open that you might find a safer/more pleasant place to spend the wait. <S> Hope you get something sorted! <A> It looks like your boss has either forgotten that you are having issues with your car or is under the assumption that your car issues have been resolved. <S> Talk to your boss and remind him that you are still having issues with your car. <S> Also, let him know when you can expect your car issues to be resolved so that he can keep that in mind for future schedules. <S> I would speak to the other employees and make sure it is OK with them before proposing this to your boss.
| As for your current schedule, ask your boss if you can swap schedules with someone else. The specific legalities of what the employer can do are different based on country and possibly state. Some people are more flexible than others so you may be able to have your ideal schedule.
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How to annouce a first name change in the workplace? I am currently going through the application to legally change my first name. I don't identify with my current first name anymore and it is not representative of the person that I have grown into. I have worked for the same small business for the past 10 years as a project manager so many companies and client know me by my current first name. How do I go about first telling my immediate boss and then all of my staff? From there, how do I approach this with our clients? <Q> How do I go about first telling my immediate boss and then all of my staff? <S> Just tell your boss . <S> Reach to him <S> /her privately, perhaps going to their office, and tell them just like you did here that your name is now other. <S> I suppose this implies that you will also update or obtain new ID cards, credit cards, bank accounts, etc. <S> , so I suggest you ask your boss if you have to supply them with any documentation for them to update this information. <S> Regarding your staff, you are their boss <S> so it's up to you how/when to disclose it. <S> I suggest you first talk to your boss though. <S> From there, how do I approach this with our clients? <S> This is also you should discuss with your boss, so you can together come up with the proper way this will be handled with clients. <S> Speculating, a way I can think of is to introduce yourself with the new name to new clients and in the meantime stick to your old name with current clients (perhaps inform them of the change next time you interact). <A> I've done that myself, halfway through a 10 year run with a big company. <S> It worked perfectly fine, though not instantly. <S> Sure, it's very important to you (and me at the time). <S> It is, literally self <S> -important . <S> Nobody has any problem with that. <S> However, to them , it is a very small part of their day, and an ingrained habit to break. <S> They don't wish to offend, but they would think it unfair if they were harshly judged for an honest mistake. <S> So you have to be the picture of patience on the matter. <S> When you hear the wrong name, you need to let it slide 99.9% of the time, and be gracious about it. <S> The problem is, if you kick up a fuss about it, then you create an impression you really do not want - of vanity, a highly disrespected trait. <S> Or if the name change seems religious, political, etc., then you come off like a misguided extremist, who is trying to politicize the workplace or "make it all about you" and thinking that is more important than working together. <S> They worry that they'll have to dance around you" or "watch their mouth around you" - and that hurts your relationship badly. <S> For instance I would never call it a "deadname" in the workplace because that implies a gravitas that would make them worry. <S> You want to be seen as the gracious and patient one, so they will invest themselves in using the right name. <S> 90% of what I did was put the new name in my email sig. <A> How do I go about first telling my immediate boss and then all of my staff? <S> From there, how do I approach this with our clients? <S> Usually if you don't make a big issue out of your name change other people won't make a big issue of it. <S> For your boss and staff (i.e. people you interact with on a daily basis ) <S> something simple and direct: <S> I just legally changed my name to Rachael and would like to be called Rachael going forward. <S> Thanks. <S> For clients, your approach will depend on how often you interact with them. <S> Any whom you have a high level of interaction ( multiple times per week ) I would reach out to them to let them know.
| The clients who you have less contact with, simply let them know the next time you interact with them. When you talk to your staff (email, or meeting, or one by one, as you prefer) stick to the way you exposed it here and to your boss, no need to complicate it. What happens, when you don't kick up a fuss, is others will do the kicking for you - people will kick themselves when they use the wrong name, or their colleagues will give them a nudge.
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Coworker refused to to their assigned task; how to mention that in upcoming meeting with a new boss after a move inside the same company? A while ago, I was asked to coordinate measures needed to complete a task. The task was set up to support an important customer C. One sub-task would have fallen to coworker X, who was the only one familiar with the technology involved. To my surprise, when I asked him to solve the problems associated with his sub-task he responded with a reply like "Oh well, I don't like C, they're all stupid, I'm not going to do anything for them". In other words, he refused outright to do his job. I tried to persuade him to still look into his sub-task (I'm not familiar with the details at all), but always earned excuses and distractions from X. Needless to say, we didn't support C very well. Being X's peer and not their superior, there wasn't much I could have done towards him. Maybe I should have reported his behaviour to my superior immediately. Because of this and other similar issues, I'm trying to move inside the company. This issue is likely to come up in a meeting with my new boss, and I'd like to shed some light on what happened at the time. On a scale from "Don't even mention it" to "Quote X word by word" , what is the right level to talk about this dark spot? <Q> Being X's peer and not their superior <S> , there wasn't much I could have done towards him. <S> Maybe I should have reported his behaviour to my superior immediately. <S> Definitely <S> you should have reported this to your superior. <S> It was your responsibility to coordinate the project, this should have done as soon as it happened ( <S> but, the past is past...). <S> In some places, this would fall under insubordination and would mean immediate termination for coworker X. <S> This issue is likely to come up in a meeting with my new boss, and I'd like to shed some light on what happened at the time. <S> On a scale from "Don't even mention it" to "Quote X word by word", what is the right level to talk about this dark spot? <S> Stick to the facts . <S> If prompted, mention that you asked coworker X to do such task, and that they refused. <S> No need to quote the exact words, the point here is that your coworker refused despite you telling them. <S> However, I must say that it is also likely that your boss asks <S> "And why didn't you tell me this the moment it happened?" . <S> Be sure to have a proper reply ready. <S> Your coworker was the one that refused to do the work, but you were the one that failed to report or amend this situation when it happened. <A> You've identified that you had a failure <S> - you were supposed to coordinate a task, and an employee who had an important step proved difficult to manage. <S> What have you learned from that failure? <S> Have you been able to put those lessons learned into practice? <S> Deciding you do (or do not) want to honestly talk about this to your new boss is perhaps the least important question. <S> He may find out on his own and force the issue by asking you, even if you decide you don't want to bring it up. <S> So - even if you decide not to mention it, you might be best off by reflecting on what you've learned from this (and the other similar issues you alluded to). <S> To answer your specific question, On a scale from "Don't even mention it" to "Quote X word by word", what is the right level to talk about this dark spot? <S> The level of detail is probably going to be something that you decide on the fly <S> when (or if) it comes up - in other words, the best answer to your literal question probably depends on your new boss's reaction. <S> Maybe he will want details, maybe he'll just ask one or two high level questions and then forget about it. <S> Be ready to answer honestly but also be ready to be respectful and discrete. <S> You can describe the situation but there generally isn't a need to quote word for word, or to deliberately place blame. <S> Focus on what steps you took, what the results were, and how you reacted. <S> And then, be ready to talk about what you learned and what you would do differently next time as an opportunity to show that you won't be making that same mistake again. <S> Bosses know that we're all human and we're all likely to make mistakes, but showing that you can improve over time, instead of tripping over yourself again and again, is the difference between a highly valuable employee and an average employee. <A> The failure that matters here is not your coworkers failure to do his assigned task . <S> It is your failure to coordinate the project . <S> As others have said, you need to be ready to talk about what you did wrong, what you learned from it, and what you would do differently in the future. <S> It's unlikely that the solution is just <S> "I should have reported my coworker to our supervisor". <S> Coordinating a project involves various lines of communication: providing updates to the stakeholders, sharing information around the team, etc. <S> You should be ready to talk about your ideas to make this work better, and how you would seek help if necessary.
| The best way to talk about "dark spots" is to be able to describe and show evidence of what you've learned.
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My boss told people I am pregnant without my permission I work at a daycare, and because Fifth disease was going around, I had to disclose to my boss that I am very newly pregnant (Fifth disease can be dangerous in the early stages of pregnancy). This happened a few weeks ago, and since then I have also disclosed a few personal details - in confidence - about my first ultrasound and some spotting to my boss. I returned from a day off of work to find out that she has told a few of my co-workers not only that I am pregnant, but some of those personal details. She also very often asks me about it in front of people who don't know, making it very hard for me to conceal the information. I am feeling very betrayed and like I can't trust my boss. Is this breech of confidence something that can be disciplined if I bring it to HR or head office? Am I overreacting? <Q> This is unacceptable, especially when you're in the early stages. <S> Pregnancy is generally considered personal information, and as a general principle, employers should not be sharing personal information without your authorization. <S> This is the default position. <S> In addition, miscarriage is not uncommon in the early stages of pregnancy, which is why people like to keep such things private. <S> It can be difficult to explain that the situation has changed. <S> Some people are not aware of how common such things are. <S> With regards to a solution, you have to figure out what outcome you are looking for here. <S> In addition, you should stop sharing information with them that you don't need to. <S> Don't give them information about ultrasounds etc. <S> Keep it to what they need to know. <S> It's OK to feel betrayed, but they probably didn't go out of their way to betray you. <S> They probably had no idea that their behaviour is unacceptable. <S> We would like to think that people in leadership positions would know their obligations, but this is not always the case. <A> For the sake of this answer, I'll assume you made it clear <S> you wanted the information kept confidential and your boss is knowingly spreading it without your approval or consent. <S> You're certainly not overreacting. <S> Her behavior was highly unprofessional and you have every right to be upset. <S> As far as seeking disciplinary action against her, it really depends on your company's policy and culture. <S> I believe it's unlikely that HR would punish her in any meaningful way. <S> The most you could hope to gain would be to get her to stop spreading this information without your permission but at this point, it sounds like it's already out in the open <S> and it may not be possible to get the cat back in the bag. <S> I could certainly understand why you may not be able to continue working with this person <S> and I think your best bet would be to find another job or request to transfer to a different manager/location. <A> It could be that your boss misunderstood the interaction. <S> Maybe she thought you guys are friends <S> and she wanted to spread the news. <S> Thus far, it doesn't sound like she released the information to harm you. <S> Nex time, I think you should be clear. <S> "Boss, I am in the early stages of pregnancy and I haven't told anyone in the office yet. <S> I appreciate it if we can keep things between us for now. <S> I'm only telling you this because of the disease that may affect me personally. <S> " <S> I do think you should call your boss to another meeting and this time go over you <S> hope she can keep the news private and hope it doesn't spread.
| You are not overreacting. Anything you tell your boss in confidence should be kept confidential unless there's a serious, business-related reason to disclose it. You don't need to tell them you don't want the information shared. Your first step is to talk to the boss and tell them how they should change their behaviour.
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Should I leave a "Why do you want to work with us" form field in online applications blank, if I already have a cover letter ready? As I am looking for a job online, I am being confronted with online applications, and so, by different form fields. Some companies asks for a CV and Cover Letter with two distinct input fields, and that's ok.Other ones asks for "documents", and so i can fit in the both of them. But sometimes I find a "upload your documents / upload your CV" input form and a generic "Why you want to work with us?", and here I got my doubts: Should I copy and paste all the cover letter? Or only the part where I am interested in the position? Or should I include anyway the cover letter, writing only what they ask for in the input field? Or skip directly that field, leaving a "it's all written in the cover letter?" If I decide to put anyway the cover letter and write something, should I double my information, or I should take away from the cover letter what I've already written in the input field? Looking from the different questions already asked on this subject, I cannot find this particular case. It really confuses me as there is no more information anywhere. Thank you. <Q> No, you should not leave that section blank, simply because the cover letter may, or may not, be passed on through the system with the application form. <A> Even if they do have access to the cover letter, someone reviewing dozens of applications is unlikely to go read one in case <S> it has the answer to a question in the application that was left blank. <S> At a minimum, copy-paste the relevant paragraph from the cover letter, even do not have any more detail to add. <A> It is not unusual for there to be redundancy in all sorts of communication, and as has been mentioned already, the answer to the application may be read by someone who is not provided the cover letter. <S> I also would be hesitant to simply copy what is in your cover letter. <S> While you may include some motivation about why you want the job and why you may be a good candidate for the role in your cover letter, you should take this opportunity to be a little more detailed.
| No question in an application form should go unanswered (unless it's innappropiate).
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Is it ok to record my colleagues around my workplace? I work in one of these open office plans (which now I dread) and there is a bunch of guys around who make really offensive jokes. I'm not all PC but these guys really cross the line. I want to bring this issue up. I was thinking of getting evidence by setting up a mic at my desk and record what happens. I am in Nevada, where it is legal to record this way. What would be the repercussions of this approach? Is there a better way to make a complaint so that I am believed? <Q> Although it seems like getting proof up front is a good idea, and appears to be legal in your location, it generally is not the best first option, and might not be a good option even as a last one, if it isn't actually legal. <S> It doesn't hurt to take notes on what is said, by whom, and when, instead of making a recording. <S> HR and management looks on that as a much more appropriate approach when making a complaint. <S> Generally, making a recording is a very aggressive move, and viewed very negatively by most parties, including management, even when it is legal. <S> Take your notes (if you have them), and make a verbal complaint to whoever it is appropriate to complain to. <S> It should be investigated, and it is very likely that someone else will acknowledge the gist of what was said, which then gives the proof that you want from the recording. <A> When you report your annoyance to <whomever you intend to bring it up to>, it is very unlikely that the offensive jokers will deny talking loud and telling jokes. <S> And if you quote them from your notes, they are not going to deny what they said. <S> Any resistance will revolve around how they didn't mean to offend, how sensitive you're allowed to be, etc. <S> A recording would just be evidence of something not in dispute. <S> Of course, if the loud talkers deny they said what you say they said, then you could offer to gather evidence. <S> Even then, don't go right to secret recording. <S> Let <whomever you intend to bring it up to <S> > suggest what evidence they would like. <S> Perhaps a witness can be found, perhaps someone could listen in via intercom. <S> Or, maybe nobody will care no matter what you do. <S> In that case they wouldn't listen to your recording either. <A> It could be against the law or against the company's rules. <S> Then the boss is going to ask you why you didn't tell them to knock it off first. <S> You do this and <S> nobody is going to say a word around you.
| If its against company rules then your going get fired and if its against the law your gonna get arrested. Even if there are no laws or rules your going to be known as the one who recorded people and nobody is going to trust you.
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Is it professional to "cold email" for networking purposes? I worked for company P over the summer as an internship. A big part of working at P was doing a project for a customer, company Q. The project was exclusively ran by the interns at P, with a small oversight from upper management. The final part of this was a demonstration with two contacts from company Q. The demonstration was a success, and after exchanging information, we parted ways. Recently I noticed that company Q is coming to my university for a career fair. Company Q is also looking for people with my major. Company P will also be at the career fair, though I do not know how relevant this is. Company Q is a company of over 100,000 employees, however, the location that they're very likely sending employees from has 200 or less. Is it professional to cold-email two of P's previous customers, people whom I've only met twice, to find out more about why they're attending the career fair, and who i can contact further? if this is acceptable, how do I contact the customer in a professional, yet brief manner? <Q> Company Q is a company of over 100,000 employees <S> they're very likely sending employees from location has 200 or less <S> It is an over-expectation to think that the 2 contacts from Q you met will be aware of the exact reasons for company coming to the career fair. <S> Companies this large hire and fire people all the time, what do you really expect them to say, other than a generic answer like check with their representative at the booth ? <S> Even if they are aware, why should you get some insider information to the disadvantage to other candidates? <S> This is assuming they are willing to take out the time to answer your mail, which seems improbable given your relation with them was brief and indirect (via P). <S> A better use of the reference is if you were to join Q on merit, and then try to network internally with them, or continue having more interactions with them to build a proper professional relationship. <S> A better use of your experience is to put that you worked indirectly for a project at Q on your resume, and hope that the people from Q at the fair notice that. <A> I say go for it! <S> As an employer I have always been shocked by the lack of follow up or requests for recommendations by interns. <S> It is quite likely that company Q knows their project was run by interns and even handed out cards with the understanding that the whole point of interning is to get experience that eventually lands a job. <S> I would simply mention that you were one of the presenters on the summer project and now noticed that the company is hosting a career fair. <S> Ask if they would they have any information or insight as to what jobs are opening or whether your experience is relevant. <S> Just keep it short and professional. <S> I have always been impressed with those smart enough to simply ask for coffee or a meeting-while I may not always be hiring, I'm happy to do an informational interview- <S> and I've passed along plenty of resumes to colleagues. <S> Don't underestimate the power of networking and the willingness of more experienced professionals to share knowledge and help the next wave of employees if they can. <S> All that being said, if your industry is known for frowning on this type of communication, you might want to reach out to your supervisor from the internship and ask for an introduction to the two people from company Q. <A> It is acceptable to email them, but also paranoid, in my opinion. <S> Why bather about their reasons to visit the fair? <S> Just go up their, introduce yourself and have a chat. <A> Yes, I think you can write them a short mail and ask who to contact. <S> Fairs can get quite busy, so if you really want to talk to someone, a scheduled date is a good idea. <S> It's also no easy for the staff to decide on the spot with whom they want to talk longer (time is truly money on a fair). <S> So if you schedule a date in advance, they can make sure that the correct contact person is at the booth, maybe even saw your CV in advance and already knows that you worked with the once which proofs that you are somehow qualified for the job and worth talking to. <S> (Asking why they are at a career fair however is a strange question). <S> You could ask them to pass your contact data to the organizer of the fair together with a short recommendation.
| So, unless you left an extreme strong impact on their minds during your interaction, don't cold mail because the best case output is a generic response, but in worst case, they tag you mentally as a desperate spammer.
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When recruiters request updates on job hunting status, what are they asking for? Some HR staff ask if you're interviewing in other places, and some ask to be kept informed of changes in your job hunting process. I suppose "changes" could mean you're no longer on the market because a job offer was accepted or because you decided not to change jobs after all. "Changes" could also mean it's looking like an offer could be imminent due to how quickly you've progressed through a series of interviews. I usually answer honestly: yes, I'm looking at other companies too (because who isn't). But for changes in status, it's a little ambiguous about what they want to be updated about and when. Maybe next time I'll ask. Anyway, given that they made the request, I assume they don't want to know every little detail, but maybe they do want to know something. Since they made the request, and if the intention was to be kept up to date, not just no longer looking, what do they want to know and when is it a good idea to contact them? <Q> When you are engaged in an active job search, recruiters ask you how other opportunities are going to understand where you're at and whether investing time in you is a good idea or not, and how. <S> If you are close to taking a position through that recruiter, they will urge you to lay off other interviewing and urge the company to close faster. <S> If you are close to taking a position not through that recruiter, they may wait to push you to other companies till they see how that turns out, because they don't want to have someone early in the funnel have to be withdrawn. <S> If you seem serious about a search - like you have actively applied and/or interviewed, they will spend more time on you since you seem like you're actually in the market. <S> If you are just like "well, I don't know, whatever" then they'll try to push you to some places to test the waters but if no one is freaking out over your resume and you don't seem motivated they'll spend their time on someone else. <A> Recruiters are always "fishing". <S> I generally don't respond unless I'm interested in finding a new position. <S> If I'm really interested in maintaining a relationship with a particular recruiter (which I'm usually not interested in doing) <S> then I'll respond with one of the example responses below. <S> If you feel that you must respond then do so frankly, honestly, and briefly. <S> This is a typical response from me to recruiters when I feel the need to respond: <S> "I'm not looking for anything at the moment. <S> Thanks for reaching out to me." <S> "I'm currently looking for a new position. <S> Feel free to reach out to me with anything you think fits my skill set. <S> Thanks for reaching out to me." <A> I'd view it as a compliment of sorts. <S> It helps if you put yourself in the shoes of an HR recruiter for a company. <S> Let's say your specialty is graphic designers. <S> So you get contacted by Abigail Artiste, who's got a great resume/work-history, and she's applying for a position that... you're not sure <S> will be the best fit for her. <S> You could simply say, "Sorry, we chose another person for the position" - but you know that it's only a matter of time until you get an opening that she would be good for. <S> So you want to keep a line of communication open to her, so that there's a chance you'd be able to snag her when a job does open up.
| So, basically: an HR recruiter asking this is basically saying: "I'm not sure you'd be the best fit for a current position, but I could definitely see you filling a position in the future and don't want to lose contact with you."
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Can the CEO and Executive Chairman be separate? I'm part of a fairly large family business and we are trying to exercise better corporate governance after a legal battle involving a family member and shareholder. One of the concerns I have is the role of CEO and Executive Chairman belonging to the same individual in the company. I was told recently that if the Chairman is also employed with the company then they're considered an Executive Chairman and that the Executive Chairman role should be held by the same person who is the CEO. The other option is to have the role of Chairman be non-executive but that person cannot be employed by the company. The literature I've read so far doesn't seem to support this claim. My question is, can the CEO and Chairman be held by two separate people who are both employed (and hold executive positions) with the company? Thanks! <Q> Depends on the Country but the best practice is to have an independent Chair i.e. not an employee. <S> The Chair works for all the share holders and not the company its self. <S> The UK formal guidance is they are separate roles and the Chairman is not an employee, break this guidance and dependant on the size of the company and you will get some blow back. <S> This is probably more a legal Q as Chairs <S> are not employees as such. <A> It does raise some questions, however, since the normal division of labour between a Chairman and a CEO is one of strategy vs. operation/execution. <S> If the Chairman is ultimately responsible for both the former and the latter, what is the purpose of assigning the "CEO" title to someone else? <S> The normal implications of the CEO title - ultimate responsibility for execution subordinate only to the strategic direction of the board - would not be valid. <S> It would seem most accurate at that point to assign a title like "President" or "Senior Vice President" or "Head" or something similar. <S> One possible reason for doing this, especially in a family company, is succession: a long-tenured Executive Chairman can appoint their expected successor as CEO and gradually transition operational responsibilities to them. <S> In the short term, they maintain their Executive Chairmanship, and slowly transition out to a non-Executive Chair, or out of the company altogether. <A> You should ask for advice from a small business lawyer on questions of business structure. <S> The structure you choose must first comply with local regulations, and second , be an effective structure for managing your business. <S> For example, C-corps must have directors (your chairman would be a director) <S> which typically delegate to managers (e.g., a CEO) but may also retain those responsibilities (e.g., a “Chairman and CEO”). <S> Additionally, ownership, financial interest, and management interest are all separately assignable <S> (e.g., a majority owner may not have a majority vote in decisions). <S> How these interests are assigned may be more relevant to avoiding future arguments than management structure. <S> Again, a small business lawyer is who you should look to for guidance. <S> Sorry you’ve been having trouble. <S> I hope it is resolved quickly and you see only smooth sailing from now on.
| In North America at least, it is very much possible to have an Executive Chairman who is different from the CEO. In the United States, the structure of your business is, to some extent, dictated by the regulations under which your business was incorporated.
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Asking my current employer about the implications of leaving I am a recent graduate who started a new job about a month and a half ago. The job ended up being different from what I expected and what I was led to believe by recruiters, and I want to find a new job more in line with my career prospects. The company has spent significant amount of money relocating me; I did not have to spend a single cent out of pocket for relocation purposes that was not reimbursed in some way. I signed an agreement that I would pay back these expenditures if I voluntarily left within 6 months of deposit (about 5.5 months from today; I've been working for 6 weeks). I am currently in the process of finding a new job, but I do not know the exact amount of money I would owe to my current employer if I quit. I am worried that asking about this will indicate to the company that I am planning on leaving, which may have consequences. Is it a bad idea to ask my company how much money I would owe if I left within the time frame of this contract? <Q> First off, if it had consequences they wouldn't affect you, other than that you'd either be terminated (so you wouldn't owe the money), or they might just make your life miserable. <S> The best win-win solution is for you to have a frank discussion with your employer and explain that the job isn't what you were looking for, or wasn't what you thought it was. <S> Say that you want to stay, if the job was what you were looking for. <S> Unless it isn't, because you're in the completely wrong field. <S> One of the things about being early in your career is that what you think the career is, often isn't what it is. <S> For example, I thought being a software engineer was a lot of coding. <S> It wasn't. <S> Once I did figure out what being a software engineer was all about, I learned that it was about even more than that. <S> I rolled with the tide and became even better at what a software engineer is , and now I'm an old lady with a long career that I've loved. <S> So. <S> Advice time? <S> Hold off doing anything rash for the time being. <S> Ask others in your field what being in your field is about. <S> Understand that people early in their careers really do change jobs, and really do learn that it isn't what you likely thought it was when you were in college. <S> If this approach doesn't work, THEN go talk with the boss and share your ambitions and see if something can be done to align your ambitions and the company's needs. <A> So you mentioned that your 6 months relocation re-payment clause is 6 months from when you got it, which is 5.5 months from today. <S> You're only half a month / 6 weeks in as a new graduate, in which case I don't think you really know what the role in your current company will be yet. <S> A business isn't very likely to drop a new starter into a large scale project, or give them a big juicy piece of work, especially not a graduate with little to no practical experience. <S> They'll want you to start fitting in, see what strengths or weaknesses you have outside of what you mentioned in an interview, etc. <S> Unless the role you're in is completely different i.e. hired to be a developer, but you're doing admin payroll for the salaries department, then I'd personally recommend giving it time and having open conversations with your manager. <S> It can be around 6 months before you're fully up and running in a new business. <A> Is it a bad idea to ask my company how much money I would owe if I left within the time frame of this contract? <S> Have you thought about the possibility that what you've done in the first two weeks of the job is not 100% of the job? <S> If it were me, I would give the job more time. <S> Two weeks at a job is typically not enough time to fully gauge the type of work you will be doing for that job. <S> Only then would I say it would be ok to ask about paying back the relocation cost. <A> If there is no amount written in the agreement then you should be able to calculate what got reimbursed <S> and then you know how much you would owe. <S> Maybe it is staged so every month you have to return less, but just calculate the full amount and see if that is fine for you to pay back. <S> If it's less in the end, it's even better for you.
| However if you truly don't want to work there, then continue searching for a new job and say nothing until you have another job offer in writing and signed. It is a bad idea to ask such a thing and it can only hurt your relationships at work.
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How to make sure I'm not blamed for a looming disaster at a new job? I started a new job 2 months ago. I was staffed on a project as a team member in a very small team. The rest of the team are very good friends, I was treated with distrust. It was made clear to me from day 1 that my role on the project was to be very junior. I wasn't to lead the project. I wasn't to deal with major stakeholders. Basically I was assigned tasks that were very limited in scope. I actually brought it up with the project leads, since the role was more junior than what I normally do, but it was made clear to me that it was to stay like that. I wasn't informed about the most important decisions, nor participated in them. And that was fine to me! I didn't want to be "pushy". The problem is, the project was managed in an extremely unstructured, chaotic way. This had two consequences. First, now it seems the whole project will fail and the lack of structure will definitely be the most important factor in that in my opinion. There was lack of task prioritization, clear communication and structure. The things I was responsible for aren't the root of the disaster, but yes, I received very contradictory feedback on them. Secondly, it made my job virtually impossible. My solutions were accepted at 9 am, criticized as unacceptable as 10 am and it went like that for days. Or my manager claimed my solutions were excellent but then the second PM described them as unacceptable and I was repeatedly thrown under the bus by the first one who claimed to have never seen them before. My constructive proposals to deal with that failed. I'm now afraid I will be blamed for the disaster, since I'm the new one. How can I secure that's not the case? I really did my best and can't see what I could have done better given I was excluded from the most important decisions and actions and given contradictory feedback. <Q> I'm now afraid I will be blamed for the disaster, since I'm the new one. <S> How can I secure that's not the case? <S> It's not for sure that you will "be blamed" for this, so don't need to dread on this. <S> When projects fail it's hardly just because of the action(s) <S> of a single member, and in quite some cases due to poor management (except for the cases where the mistake made by the member is a huge one). <S> I think that as long as you did what asked in timely manner, and you have documented/evidenced that the things happened the way they did <S> (your commit history, emails on the feedback they gave you, etc.) <S> you should not worry about being blamed for this. <S> Again, be sure that you have documented and evidence of your efforts on the project, so it is clear that you did what was asked <S> and there is no chance someone may try to use you as scapegoat. <A> You really can't ensure anything, especially that you're not blamed. <S> All you can do is make sure to have a written record (emails) of all discussion, but that really only works for reasonable bosses, and in a court of law. <S> The only advice that works: get outta there. <S> They're not interested in hearing about their own mistakes anyway - <S> if they were, the situation would not be what it is. <S> Just be polite and quit. <S> Chances are, they will try to blame you for something. <S> Don't waste much time trying to prevent that - you can't. <A> They might try to blame you, but it won't help them. <S> It's the team leader's job to ensure that a mistake by a junior team member won't have a big impact, both by limiting your work to stuff you can do, and by checking it. <S> He would effectively be saying "this person is new and terrible, but we gave him all the important work to do anyway, and didn't check it". <S> You should also go to your boss's boss (and/or HR) and ask to move to a different team. <S> Even if they can't move you, it puts your version of the situation ahead of theirs. <S> It will help your case if you can produce emails that document the behaviour you describe.
| Find a new job asap, and then, after you have a written and signed offer for that new job, give your current employer your notice, without even bothering to explain what they're doing wrong.
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Degrading talk when resigning job. How to handle this? A friend of mine works as a Nurse Practitioner and is employed under an MD in his private clinic. The MD used to be very professional and approachable at the beginning when he started practicing his own, but once he started establishing his business, he turned out all greedy for money, pushing more hours onto the employees, renewing new contracts enforcing more work hours and unreasonable requirements for getting bonuses and so on. Long story short, employees are unhappy with him and leaving the clinic and he literally tell them I don't care on their face. One of their office staff was resigning and during a group text conversation regarding a send off luncheon, he jokingly texted to the group, "BYE FELICIA" . His wife who runs the office is no different and treats the employees kind of same way. Now that my friend gave her notice, they are obviously unhappy with her leaving as she was a very efficient employee and had good reputations about her work among other MDs in the town. They all wants her to join their team. The MD's wife started making rude comments to her indirectly, stating they are getting so many NP's for interview and it's very over whelming seeing so many job applicants as if they don't really care about her leaving and could be easily replaced. They do the same to every other employee when they leave the clinic. Pretty much trash talk about them. They are showing their true class now they have enough money and started to grow, they don't value their employees who helped them get there. My friend was upset listening to these degrading talk but just ignored it.There is a 60 day notice requirement on leaving as per contract. So she will have to deal with this behavior for 2 more months. What would be a professional way to handle this situation? Is speaking up recommended or is it better to just ignore and move on. I can't help to find this kind of behavior unacceptable. <Q> My friend was upset listening to these downgrading talk but just ignored it. <S> Should she have said something about it or just suck it up and do her time and leave? <S> Its not acceptable to have these kind of behavior regardless its your boss and his wife. <S> The professional response would have been to not say something and just move on to another place where these toxic situations don't happen (as your friend did). <S> Good thing your friend is out of that situation. <S> Of course it's a unacceptable behavior what they did, and one may think that venting out could be an option, but one rarely gains anything from doing that. <A> Some minor things: If you have to give two months notice, it’s absolutely fine to offer leaving immediately or after two weeks - if the offer is accepted, it’s <S> fine. <S> And if you do that and they insist on two months, <S> it’s because they need you. <S> So if you don’t accept rude behaviour anymore but complain loudly, what can they do? <S> Fire you? <S> Not a good idea if they need you, and you’re only there because your contract requires it. <A> If your friend were staying at this job, then she'd have to find a way to deal with this. <S> But she isn't. <S> So she doesn't. <S> The world is full of rude and obnoxious people, and worse. <S> Sometimes you have to deal with them and sometimes you don't. <S> In this case, your friend is leaving in two months. <S> She should bide her time as patiently as she can. <S> People have endured far worse for far longer. <S> These people are nothing but a momentary blip in her life. <S> When she leaves she'll probably never see them again. <S> What do you think she could say or do that would change their behavior? <S> I'll tell you the answer: Nothing. <S> There's nothing your friend could say or do that would change their behavior, so don't try. <S> Two months in the span of your entire life is a blink. <A> The MD's wife started making rude comments to her indirectly, stating they are getting so many NP's for interview <S> and it's very over whelming seeing so many job applicants as if they don't really care about her leaving and could be easily replaced. <S> Answer: <S> That is really good, just tell me if and when you need me to do the handover, I wish to make that process as smooth as possible. <A> This will depend upon the local laws, but your friend may want to talk to an employment lawyer. <S> There may be grounds for a harassment suit. <S> It seems like it would be easy to prove, if their actions are considered harassment, given the publicity of their actions. <S> Regarding that, I do not thing the "Bye Felicia" text would qualify as harassment. <S> Immature, yes, but not harassment. <S> However, even a letter from a lawyer, might go a long way in stifling their behavior. <S> Failing that, this friend can turn it around on the employer. <S> She can always ask "since I am such a terrible person, can I be let out of my contract early"? <S> Doing this three or four times will probably reduce their caustic behavior. <S> In the end, none of this matters. <S> Your friend will likely go on to have a fun and rewarding career.
| Leave it alone and take comfort in knowing that she'll be leaving in the blink of an eye.
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After being employed for 8 years, being asked for past references Out of the blue and after 8 years working in the same company my employer is asking for references for two employers from the past. Can they do that? <Q> An employer can do anything which isn't forbade by law or contractual agreement. <S> In your situation, you are about to be made redundant for reasons which you haven't given. <S> This makes the request for references all the more strange as the primary reason one asks for references is to determine if a potential candidate is trustworthy or qualified. <S> The other reasons are associated with such things as security clearance or background investigations, or potentially when you're being promoted into a role where references might be more critical than they were at the time of your hiring. <S> Ultimately you have to decide if you are going to provide the references, but I know that I always ask if the friend or former colleague wants to be contacted in the first place. <S> Were I in your situation <S> I would respectfully decline with something like "I value my friends' time and don't believe this would serve any useful purpose. <S> " If what they are asking for is merely the name of the employer, you can provide that as it isn't a big deal. <S> But I'd refrain from providing actual names of people who might get pestered for some pointless reason. <A> Putting my cynic's hat on for a moment, I wonder if this is an attempt to find something from your past to show you did something like lied on a resume, which would mean they could terminate you without any compensation. <S> Before giving references I would ask what the purpose of the references is. <S> It's a reasonable question - if they just want to verify employment details then you can direct them to HR for your previous companies. <S> At the least it would be amusing to hear their justification. <S> However refusing at this stage is probably counterproductive. <S> It might give them the excuse they want to fire you with cause instead of laying you off. <S> Alternatively it might be worth giving them what they ask, just very slowly. <S> It should be pretty easy to take four weeks to contact the references you want and get them to agree. <S> Once you have left, and received your redundancy payout, it's going to be a lot harder for them to claw it back for some reason. <S> As for consequences if you are too slow, this seems like a classic use of "What are they going to do - fire you?" <A> If they try to make you redundant, and cite the lack of references as a reason, get an employment lawyer. <S> There are plenty around, just use Google to find one. <S> Consider that the statute of limitations in the UK is five or six year. <S> Eight years is past that. <S> Nobody can expect you to know anyone from that long ago. <S> In my case, only one company that I worked for in the last 32 years is in existence anymore, so I couldn't possibly give you two different references before my current job! <S> If you think they are out to get you, just tell them (in writing) that you gave them references when you started. <S> If they don't have them, they must have lost them. <S> It's eight years ago. <S> You didn't keep them, it's eight years ago. <S> Your employment lawyer will love this and make them pay.
| If you can provide two people who you know are going to give you excellent references, I would provide them. If they want to get a references for your quality and behaviour you can reasonable ask what possible purpose that would have.
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How to politely say 'no' to a request from a manger to work longer hours? I'm a software developer, contractor. I work 8:30am to 4:30pm with a 30 min lunch break, I made this very clear when I started. I think legally I'm meant to take 1hr lunch break but I want to leave earlier so I can go to the gym before it gets absolutely packed. I also am working on bootstrapping my own products in the evenings so want to maximize the time for that. The company I work with is mainly based in the US, I'm in the UK. So I agreed to a couple of late meetings around 7pm about 2 times a week, as a favor to them. Now I just got asked could I stay at work an extra 30 mins each day in order to join a meeting with some people in the US. This would ruin my gym workouts and lead me to sleeping less since I'd still have the same amount of work to do in the evenings. So I want to say "no thanks, I'm busy in the evenings". How is it best to say this respectfully? <Q> I think exactly what you wrote is polite, succinct, and honest. <S> I've been working in salaried positions for a couple years now, and they are a huge trap for this kind of thing. <S> " They really shouldn't have a problem. <S> Of course, every company is different. <S> As to the overtime pay, it can get sticky with international rules and it's best to consult your HR department and perhaps your local labor unions to get clarification on how it works in your unique situation. <A> To answer your specific question what you wrote is fine, but you know that. <S> Were you asked something similar by a random stranger your answer would be perfectly acceptable. <S> However, in my opinion there is a very different relationship between an employee and employer and answering this question in such a way can ruin or end the relationship. <S> It comes down to how much you value this job and how much they value you. <S> If you really valued your position you would be creative and find a solution. <S> You can make alternative arrangements for gym time to accommodate their requests. <S> That might include joining a more expensive, exclusive gym that is not as crowded, or switching to working out in the early mornings. <S> If you answer in such a way as you propose, they might just say okay, we will find someone else. <S> Perhaps you are so valuable to their operations that they will accept whatever you propose. <S> However, very few people are so valued by their employer. <S> Given that you are a contractor <S> it would suggest you are viewed as temporary and expendable. <S> Sure, I have held some long term contracts, and have even survived layoffs of full time employees, but I complied with requests for "operating hours" and other demands of my employer. <S> Not being accommodating to "normal operating hours" is not a place to be if you are looking for long term employment. <S> Perhaps a better course of action is to come up with options. <S> Sure, I can attend those calls <S> but I would like to take an hour of lunch at 10am (your time) to get my workout in when the gym is not crowded. <S> Or I can change my normal working hours <S> will be x to y <S> (and you can work on your pet projects in the morning). <S> Do either of those work for you guys? <S> Is something else acceptable? <S> P.S. <S> As an hourly contractor, I would not recommend "doing favors" an attending those meetings for free. <S> Instead, I would flex my time. <S> Hours spent on those calls should be reduced from your daily hours or paid extra. <S> It is the nature of those types of positions. <A> As an alternative, ask if the meeting time can be changed past your gym time. <S> If the meeting is an hour, leave work an hour earlier go to the gym and join the meeting back home.
| If you value this job, I would find a solution and be accommodating. You can simply say "I have other commitments and am not available outside of my current schedule.
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Should My Non-Technical Boss Try to Code? This question is as straightforward as it sounds. Do I have the right to demand that he stay out of my projects due to fear he'll not know what he's doing? He basically googles things and tries them out. This sounds like what I went through in my beginning bootcamp days. I now have way more expertise obviously. <Q> A healthy software development lifecycle will mitigate the pain of an unsupervised junior developer (which is what it sounds like your boss is) trying things out for the first time. <S> An incomplete list of crucially important things to have are: <S> Source control <S> Unit tests Integration tests Automated functional tests A continuous integration server that builds the project from source control and runs the above tests Development performed on source control branches, and not merged to the main branch until it has been tested and reviewed. <S> The main theme <S> there is testing. <S> I strongly suggest you review your development process and start doing more of it. <S> When you've got it to a reasonable level, you won't be bothered about your boss contributing to the project - the tests will tell you if anything has broken. <S> The objection to including more testing in your lifecycle is going to be "we don't have time for that". <S> The reason I'm sure you don't have a sufficient level of testing at the moment is that you're worried about one developer messing things up in ways that are hard to find and fix. <S> Testing and reviewing will drastically decrease this risk, and is really, really important to the stability and reputation of the project. <S> You don't have time not to test. <S> my projects <S> A really important lesson to learn in professional software development is that they're not actually "your projects" at all. <S> They belong to the company. <A> Not a programmer, but I had a boss (I work in Supply Chain, Purchasing) who oversaw, purchasing, logistics, customs and internal transfers (basically our internal supply chain). <S> He wanted to learn how to purchase. <S> So what we did was gave him a "dummy" system (complete with the real reports) and let him fiddle <S> and he then worked out the min/max <S> , PO amounts, etc. <S> and sent us his work to see if he could do it. <S> (He did have a good reason to want to learn the basics after never doing it in his almost 30yrs in logistics). <S> Maybe something like this would work for you <A> Do I have the right to demand that he stay out of my projects due to fear he'll not know what he's doing? <S> You could ask your boss that (which would be a bad idea) but at the end your manager is... <S> well, your manager, so they can involve themselves as much as they want in the projects they give you. <S> You say that you "fear he'll not know what he's doing" , but that is speculation; it does not guarantee that your boss will fail. <S> Chances are that your boss, although not technical, may know their way around code better than you assume . <S> For example, my boss (the CEO, not programmer by profession) sometimes comes to me with some code snippets or in some cases links to SO or some blog. <S> Quite some of the things my boss showed me were beneficial to the project we were on. <S> Try to see what approaches or solutions your boss comes up with, test and judge them (best case some of them work perfectly), and only after that proceed to propose and show a better alternative. <A> If your boss or manager wants to do some programming, there is no reason to try to stop them. <S> Just like your own code, or anyone else's code. <S> And with the same quality requirements for acceptance. <S> Now if you have a boss or manager who thinks a bit of programming can't be that difficult, and his code should be put into production, no questions asked, then you have an idiot as a boss or manager. <S> If it's a manager you might be able to do something about it. <S> If it's the boss, analyse their code, figure out what visible bugs it will cause, and ask QA politely to check for all these bugs and report them, assigned to the boss. <S> You can then hope that this will be educational enough. <S> Otherwise, find a new job before the company goes under.
| If they want to do some programming, and expect it to go into the company's products or production code, and if it is your responsibility that your products or production code are of high quality, then their code must be reviewed, and rejected if it has problems, until these problems are fixed.
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What to do when product managers don't give proper requirements? I am a QA in the IT team of a big global company. Our company expects that requirements/expectations for development and QA work/stories are written by product managers/PM and/or business analysts/BA. Most PMs/BAs seem to set the requirements well for stories where we have to develop UI, i.e. things you can see on a screen. But, for non-UI things like APIs, they either don't provide requirements or provide superficial requirements. In their stories, they don't even mention basic scenarios which most laypersons could come up with. For example, say that an API response has a field called timeOfEvent . Our PM defined it like this timeOfEvent = Time at which event occurred. This is not helpful for us. Even a layperson would ask us what is the format of timeOfEvent ? Should it be USA date format or something else? Is that just a date or do you also want the exact time down to seconds? There are many examples of how useless our PMs generally are. As a result, the developers and QA are forced to come up with basic requirements for the stories and lose time. The management acknowledges the problem but does not do anything concrete about it. At best, they request PMs verbally or in an email to set requirements properly. But, the PMs still continue to write stories with sparse details or sometimes even no details, leaving the rest of the team to figure out what exactly needs to be developed and what are the basic/happy path scenarios to be tested. I feel like telling the PMs to start being useful, instead of just leaving us to do most of their work. But obviously, that is unprofessional and would result in a firing. But, polite requests to PMs have not yielded any results for a long time. So, what should I do to make PMs accountable and give us proper requirements? <Q> So, what should I do to make PMs accountable and give us proper requirements ? <S> The moment you or your coworkers see an unclear requirement immediately ask for clarification. <S> If you see such 'timeOfEvent' field and it is unclear proceed to ask the sort of questions you wrote here (what format we want the time? <S> should this be triggered on creation? <S> etc.) <S> . <S> Then when you are clear you can resume working on such feature (if feedback is not given swiftly, proceed with the things you can meanwhile). <S> In other words, instead of asking them (or management) to provide clearer requirements proactively ask for clarification on such requirements. <A> Most PMs/BAs seem to set the requirements well for stories where we have to develop UI, i.e. things you can see on a screen. <S> But, for non-UI things like APIs, they either don't provide requirements or provide superficial requirements. <S> I've a general observation that many non-tech people do not understand detailed nuisances of technical details. <S> It seems to me that your PM/BAs are able to give you detailed UX flows as that is something visibly testable, but not for the tech APIs. <S> If so, many IT companies have increasingly started having roles for Technical Program Manager / Technical Product Managers, who are basically people with technical background working on technical products, so that they can give you specs such as the ones you mention, other details like workflow diagrams etc, and also help with making integrations etc faster when you are blocked on external teams. <S> If you are in a position to influence hiring decisions, that is one area where you can propose changes. <S> So, what should I do to make PMs accountable and give us proper requirements ? <S> This way, you co-develop the specs. <S> Get leadership buy-in here, and don't get into cycles of thinking this is their work, this is our work. <S> While it would have been good if the PM gave good requirements at outset, by collaborating, you can minimize the friction you are having right now. <A> You have a product manager who is supposed to know what customers will pay for. <S> And that’s what he writes in his spec. <S> And you realise that there needs to be more in a spec to create a product that actually works. <S> Things that customers assume “will just work”. <S> The product manager can’t do that. <S> So someone needs to do it who can. <S> Similar with graphics design. <S> You don’t let the product manager decide that, but leave it up to a graphics designer. <S> Since this spec will be going to developers first, it only makes sense that one of them fills out the technical blanks in the spec before work begins (or as the first step of the work if you prefer). <S> That person might add “timeOfEvent = time when event started, stored as seconds since epoch in GMT, displayed in the user’s time zone in the format defined by the user’s system settings”. <A> It may not be your best example, but your example highlights an important point. <S> say that an API response has a field called "timeOfEvent". <S> Our PM defined it like this timeOfEvent = <S> Time at which event occurred. <S> This is not helpful for us. <S> Should it be USA date format or something else ? <S> Is that just a date or do you want the exact time down to seconds also ? <S> Now, while you may feel this specification is not precise enough, in some situations it's perfectly fine. <S> If you API always represents timestamps at UTC with seconds, it's a reasonable assumption that this timestamp should follow this convention. <S> Specifying the exact format every time there is a timestamp clutters up the requirements document. <S> While it may be tempting to give the requirements back, and many self-righteous developers feel inclined to do so, you have to decide on an appropriate course of action weighing up the cost of making a bad assumption about unclear requirements verse the time you will wait for them to get back to you. <S> Let's say you assume they want USA format with seconds, it would not take you long to change this <S> should your assumption be incorrect. <S> So, extrapolating form requirement documents is fine, provided that you document any assumptions and raise them with the product manager at some point. <S> This doesn't just have to be around formats, it can be behaviour too. <S> If there is an unclear requirement where getting it wrong will result in a lot of wasted effort, it's perfectly fine to go back to the product manager for guidance. <S> If there is a lot of wasted development time, people should document it. <S> Keep in mind, the aim of a business isn't to minimise wasted development time, it's to drive a profit. <A> Couldn't you just have a direct exchange with the emitter, live or over the phone/web. <S> This would help focus on the desired behaviour and the edge cases. <S> Otherwise I feel like asking for too much detail can be a burden for both parties. <S> I would assume that the non-technical side leave out the details for you to fill out assuming that you know what is best or what is most consistent in your codebase <S> and I feel that this is normal to some extent. <S> This is why I think the live exchange would be better to showcase your need and properly document and asses the case at hand and how to modulate the exchange in order to optimise things. <S> Notably by going over the case and explaining why some specifications are helpful and what could happen without them. <S> But you must also expect them to not be experts about all the technical details.
| You can try getting some of your team members involved in the requirement gathering phase itself, so that your team can collaborate with product to develop proper specs.
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Can I work extra hours freely and voluntarily? I work as a software developer for a company based in Spain. I really enjoy developing software and actually I do it in my free time quite often. In my team we have a long list of "nice to have" features and tools that do not affect our production code, but would ease our daily tasks a lot. Actually our boss agrees that most of them should be performed but we never have the time slot to do so: we are a small team, currently looking for new developers as the work load we have is too much. Personally I wouldn't mind to spend some of my free time to carry out some of these tasks, even without been paid and I would like to speak to my boss about this. My questions are: Can I legally do it? I guess it depends on country, and in my case, also European laws, but have no idea if this is even regularized. If that is not legally possible, any idea on how could I achieve this? (e.g. personal agreement with the company...?) <Q> It can be worth talking to your manager/boss about this, but beware of potential downsides: They may object to you working on your desired tasks and prefer you to work on business priorities, it could become expected of you or even your team (which would make you unpopular with them) <A> You may be able to do this, but you really shouldn't <S> So then the project managers should re-plan andre-prioritise <S> and you'll end up working on the products they wantrather than the fun stuff. <S> The company gets used to the idea thatthey can get free work from you. <S> It starts of as a favour andbecomes an expectation. <S> I've met many people who get stuck inthis situation, their lives change (relationships, children, caringfor parents, etc.) <S> but their job is now 100+ hours a week and theirpersonal lives suffer badly. <S> Your colleagues, who want a different work-life balance, will see you as the cause of any pressure put on them to work extra hours, deliver extra features. <S> No good deed goes unpunished. <S> Many, many years ago I was working to deliver a product to a customer. <S> I wrote a little tool to analyse and verify some data, for my own use, as part of the deployment. <S> I realised that this would be useful to the customer <S> so I gave it to them. <S> They loved it, came to rely on it and when the data format changed and my tool broke, they demanded support and withheld payment for the main product. <S> This was for a feature that they didn't ask for, got for free and was outside the scope of the contract. <S> It's unprofessional, by definition, to work without pay. <S> There are plenty of other things you can do where you are in control and that don't have the potential to screw up the product, your relationships with co-workers, and your future work-life balance <A> Can I legally do it? <S> I guess it depends on country, and in my case, also European laws, but have no idea if this is even regularized. <S> You are right about this. <S> Many jurisdictions/countries/workplaces can mandate that all overtime be paid overtime, while some others can strictly enforce that an employee work no longer than X hours per week. <S> If that is not legally possible, any idea on how could I achieve this? <S> (e.g. personal agreement with the company...?) <S> You mention that these "nice to have" features and tools do not affect production code, but would ease our daily tasks a lot . <S> If that is the case, is developing open source tools an option for them? <S> If yes, then check with your boss if you can develop these nice to have tools as open source modules on your time. <S> While the inspiration to develop them may come from the work you do, here, you are not essentially working to solve the problem for your organization, but for the general people, as a personal hobby. <S> Personally I wouldn't mind to spend some of my free time to carry out some of these tasks, even without been paid <S> I find this part troublesome though. <S> Not minding being paid may be ok for a smaller period of time, but over a period of time, this can basically reset management's expectation that its ok to overwork and overburden @Fran, without any extra payment. <S> So be careful how you word your conversation with the boss.
| So, The best person to ask about this would be your boss, to check if you could work on these items in your extra time, beyond the usual work. Many places allow/encourage/expect unpaid overtime, some places discourage it (due to burn-out) or there may be regulation issues (such as mandatory breaks depending on hours worked) or even union issues. If the work isn't scheduled and prioritised you will be messing up the productplan/roadmap.
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I was reported to HR as being a satan worshiper I'm not a satanist. I recently bought a phone case with the anti-possession star from the TV show Supernatural printed on it. It's a personal phone, but it's on my desk all day so I can see if I get a notification. Sometimes I chat with friends, but I also get work calls/texts on it too. A co-worker of mine who I don't know too well walked past yesterday and apparently saw it. Today I heard her speaking to another colleague that I don't know too well saying she reported it to HR and I could tell she was 100% serious. The other colleague acted like she didn't care and just wanted to end the conversation. However, the woman that reported me specifically said that I think he might be into "satan worship", that's happening a lot more recently. I was shocked. A meeting popped up on my calendar today and all it says is HR Meeting, with two people from HR included on it. Can I be fired for this? Update: So I was told by HR that my phone case is completely unacceptable, even though I don't have a customer facing position (I'm a software engineer). They also told me that this is a Christian company and Satanism isn't protected by religious discrimination laws because they're "evil". They escorted me out of the building and I'm now jobless. There was literally no indication that this was a "Christian company". They're not overt about it at all and I've worked here for over a year. I plan to talk to a lawyer. <Q> It would be illegal to fire (or otherwise discriminate against) you for supposed Satanic worship or displaying other religious iconography. <S> According to the U.S. Equal Employment Opportunity Commission , Title VII of the Civil Rights Act of 1964 would protect you against unfair treatment due to perceived religious beliefs. <S> Religious Discrimination & Work Situations <S> The law forbids discrimination when it comes to any aspect of employment, including hiring, firing, pay, job assignments, promotions, layoff, training, fringe benefits, and any other term or condition of employment. <S> Religious Discrimination & Harassment <S> It is illegal to harass a person because of his or her religion. <S> "Reporting" you to HR for a religious practice would count as harassment under this definition. <S> If the employer or HR has religious biases, they could potentially fabricate some other reason for termination. <A> This answer is after you have been fired for your presumed religious belief and the presumed religious symbolism on your phone case. <S> If you have not done so already, you should write down as accurately and completely as you can all relevant events and communications, especially what was said in the meeting during which you were fired. <S> If they gave you any paperwork, preserve that. <S> Recollections tend to lose accuracy with time, so contemporaneous notes may add weight to your evidence. <S> Next, think through your objectives. <S> You may not want to go back to work there, but there are other things you could ask for: Restrictions on what they will say if asked for a reference. <S> Agreement that you were not fired for a proper cause, and therefore can collect unemployment pay. <S> Financial compensation for lost earnings while you are looking for a job. <S> Legal fees. <S> Get a lawyer, give the lawyer a copy of your notes, and follow the lawyer's advice. <A> I expect this will probably get cleared up once you explain the misunderstanding at HR - however if they don't believe you then they can't fire you for it <S> (religion is a protected characteristic in the US) so they can't fire you for being a "satan worshipper", of course ironically they can fire you for being a Supernatural fan (assuming you are in an at-will state that is). <S> There's no cast-iron guarantees here unfortunately <S> - I've heard some pretty wacky reasons for people getting fired over the years but on the balance of probabilities, and assuming your HR dept is entirely staffed by hysterical idjits <S> I think you'll be fine. <S> I dare you to you to end the HR meeting with <S> We've got work to do! <S> (although I advise against shouting <S> "Hey Assbutt!" <S> at the co-worker who reported you, that might get you in trouble) <S> PS: <S> Don't think I didn't notice the reference in the username btw.
| Do keep in mind that Satanism is rather controversial in many parts of the US, so displaying occult symbols could make co-workers uncomfortable, legality aside.
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How likely is it, in a technical interview, that I will be asked about a skill on my resume that is not in the job description? For example in a software developer role: On my resume I write down the languages I am fluent in: Java, SQL, HTML etc... and in the job description they specifically only mention Java related qualifications and skills. How likely is it that the interviewer will stray from the job description and ask me technical questions about other languages I listed on my resume? Do job interviewers in the tech industry normally tend to stay within the confines of the description or do they stray from them? I have never had a technical interview before so I am curious as to how I should prepare and what to expect. <Q> Likely. <S> Sometimes job descriptions don't include all skills that are required for a given role. <S> In addition, if the company has mid/long term ambitions to pivot towards certain technologies, they may not list them on the job description, but may ask about them during the interview. <S> Also, some teams within the organisation may use certain technology, but the technology listed in the job description is common across all teams. <S> So they may want to gauge your suitability for a few different teams but asking questions about peripheral skills. <S> Also, they may just want to see how honest you are. <S> If you say you are very experienced about a technology, they may ask you a few questions to see what "very experienced" means to you. <A> They can, and might, ask about anything you have put on your cv. <S> They know that some people “pad” or “over-egg” the entries on a cv... “well versed in Office” can often mean well I opened excel once... <S> So interviewers will ask detail depending on how they “read” your cv, if they want to check out the detail when you say X, then they can. <S> I put “good at excel” and they had a desktop machine set up with a task in excel... showed them 3 ways to do it, interviewer asked me to show the 3rd method again so he could use it later... <S> They tested everbody as skills in excel were core for the job... <S> Got told after that several failed the excel part and it was easy - multply a column of numbers by a constant... <S> So, all is easy if your cv contains the truth. <A> If they ask about such a skill, it is usually a bonus if you have it, but won't be held against you if it is not there. <S> The company has requirements right now, and they are in your job description. <S> The company may also have vague plans to do things in the future, and having matching skills would be a bonus. <S> Or once in a while someone has to do some task requiring a special skill, and if you have that skill that has nothing to do with your job, that's a bonus - but not a requirement. <S> Of course if two candidates all meet the requirements, the company will tend to hire the one who gathered some bonus points.
| It is quite likely to come up.
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Suffering from burnout - change jobs or take a break? Some background : I currently work in a small/medium company which was my first solid job after graduation (I had worked for a year in different temp roles). I have worked at this job for almost 3 years growing through multiple roles from a temp to a junior member of the Data Science team. In these 3 years I have put in hours outside of work to learn various skills to be able to do my job and more (I come from a biology/stats background, so I didn't even know how to program!). Because it is such a rapidly growing company I have had opportunities to grow too; but with the other teething issues which come with this growth. It has got to the point where I am physically exhausted and completely burned out. In work I take longer to handle basic tasks, often wasting time with stupid mistakes I wouldn't normally do; outside of work I have no energy for anything else.I was hoping to hang on another 6 months to complete some interesting projects (which would also be good for the resume) but I do not know if I can hang on that long. I had 2 weeks off sick in May, and even after a recent bank holiday break I have had a few more days off sick from exhaustion. I know that some of this is due to company culture (demanding stakeholders, poor product management, working in an undersized highly sought after team etc) and of my own doing for putting in too many hours in and out of the office. I am proud of what I have achieved, and my boss has been very supportive. But the bottom line is I do not get paid enough to ruin my physical and mental health like this (I am paid below market value but that is irrelevant). So my questions are: Is looking for a new job a good solution or am I likely to just suffer the same things further down the line? If I hand in my notice and take a few months off will it affect my career growth? I don't want to lose any momentum I've made so far, and I know the local market for my experience level is oversaturated. <Q> Question: How many hour a week do you work (either paid or unpaid)? <S> 40 hours a week should be maintainable. <S> Anything above that you need to cut it down. <S> Since you are thinking about changing jobs or just having a break, which means your boss loses you 100%, you can go to your boss and say "the working hours that I do are too much. <S> I'll cut it down to 40 hours a week. <S> I hope you are fine with that, because if you're not, I'm gone". <S> If you change jobs, will the same thing happen? <S> Yes, if you let it happen. <S> No, if you don't. <S> You know your limits. <S> And it's not as if extra hours make you more productive <S> - I bet you are less productive per week now when you are fearing burnout, as if you were to work 40 hours. <S> If you take a break, will that affect your career? <S> It will. <S> But a voluntary break now will affect it less than a forced break because you get too exhausted. <A> The first thing is that regardless of the root cause -- underlying health issue, or stress-induced health problem -- something has to give. <S> I'm going to ignore root causes and focus solely on how to regain control over your work load and associated stress. <S> One of the first things you need to learn about "work" is that if you don't tell your boss you're overloaded, your boss just may not know. <S> Some are more sensitive, some aren't. <S> I had a web developer working for me who was clearly in bad shape, and I sent him home for several days of free vacation. <S> I also worked internally to see what I could do to get him help. <S> He clearly felt he had to over-work himself, and I clearly felt he was just too important to lose to illness or burnout. <S> What you don't want to do is walk into your boss's office and make some kind of ultimatum. <S> "I'm only going to work 40 hours a week, or I quit. <S> " My answer would be ... "when is your last day of work?" <S> From your question it sounds like you are doing work and have the support of your boss. <S> , perhaps on the lower skills end <S> so you get to move up the responsibility ladder). <S> Work with your boss to find a plan to transition some of your workload and have the time you need to have a personal life and take care of yourself. <A> The work will be there tomorrow. <S> Leave every work day at a normal time. <S> It's a pretty messed-up world we live in with this pressure we live with to put in more hours. <S> For what? <S> So we can get an atta-boy or a t-shirt? <S> I'm sorry but do the job you were paid to do and nothing more. <S> If ladder-climbing is your goal then have at it. <S> Otherwise you can easily go somewhere else and most likely get paid way more. <S> You have nothing to lose by taking interviews. <S> You already have a job if the interviews don't work out. <S> But if they do lead to a better job you'll have a fresh start oh, a better paycheck, and A renewed Outlook.
| Focus on what your personal needs are (less stress, better work/life balance), what you've done for the company in the past (lots of great work), and what you want things to look like (someone to pick up some load
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Why are CEOs generally fired rather being demoted? Rather than firing a CEO, he may do a good job as CTO or CFO or even a General Manager(GM). Why is it always 'get out' for CEOs? <Q> It's not just CEOs. <S> It's pretty unusual for anyone in a leadership position to step down and take a lower role in that organization. <S> To start with it usually makes for a strained relationship between the former leader and their new peers. <S> If someone didn't get on well with the former leader they may try to take some sort of revenge <S> now they are equals. <S> Or simply decline to cooperate. <S> Or other bad things. <S> Secondly if makes things awkward for the new leader. <S> It can make for problems to have someone around who knows the organization better than you, who people are used to taking orders from and to whom the team probably owes a lot of loyalty. <S> It's also going to make it harder for the new leader to make significant changes to how things are done. <S> CEOs in particular are often fired because the company wants a major change of direction. <S> In the worst cases where there is a lot of politics (very frequently true at the C-level) a newly fired leader may try to actively sabotage the new leader in the hope of getting their job back. <S> Also, CEOs rarely have difficulty in finding new jobs, and usually at better pay than they would get in a lower position, so there isn't much incentive to stay. <A> At any career level, having someone replace you, and then having to witness daily how that new person performs at your previous the job (either better or worse than you), would be extremely frustrating to most folks. <S> Further, the new boss doesn't want to deal with the baggage and office politics of a disgruntled employee who has been demoted. <S> Finally, as you might imagine, CEOs are incredibly career motivated. <S> They probably wouldn't even consider stepping down - it would be step back in their career. <S> Better for everyone to just part ways. <A> In most cultures/organisations, demoting is extremely rare, except perhaps as a step towards dismissal. <A> The competition at that level is incredibly fierce and, in order to win one of these coveted positions, it's generally not enough to be good at your job. <S> You have to play a lot of dirty politics which often involves stabbing people in the back. <S> If a CEO were to get demoted and he opted not to leave the company, there's simply no way his successor would be able to trust him to be loyal and to respect the new hierarchy. <S> He would do everything he could to consolidate power, and force his way back up to the top. <S> The company could end up split into warring factions which would be disastrous for all involved. <A> I would risk to say the job of some CEOs is being fired in the end. <S> I have been at least in two organisations bought by a larger one, that when they wanted to pass unpopular measures/fire multiple people they hired a CEO for them to be the face of those measures. <S> And in one of them, the actual interim CEO, a partner, stepped down and went to his former role.
| Demoting someone is extremely demotivating, the assumption is that this person will be resentful, have trouble accepting instructions from people who were once peers or subordinate, will have no reason to assume they have a shot a promotion, etc. Whether for a CEO, a middle manager or just an individual contributor, it's much more common to be dismissed, to be put under pressure or to be deprived of meaningful assignments to provoke a resignation or to be “promoted” to a well-paid but less strategic position where your career will stall than to be demoted.
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How to answer "What makes you best fit for this role"? This happened last Monday. I was interviewing for a Financial & Risk Advisory position at one of the big 4 Accounting firms. Everything went well but I messed it up at the very last question of the final interview after almost 12 hours of process which was "what makes you the best fit for this role?" I was under the impression that the job was boring and may be I could find a better job. But the thing is no matter what the compensation was best. I answered how my skills matches to the role but in the end I answered unconfidently saying ".....I am not sure whether I am best fit for this role, but I will give my best to learn". After which the interviewer just ended the interview. Now I regret as I come from a third world country and from lower middle class. This was one of the worst mistake I could've made. For future interview should I be overconfident and possibly lie when answering this question, as I am fresher I may not have full insight about the role.Also I did my homework about the researching about the company and role it's just that I wasn't confident. I am confused because I was later advised by one of my friends that they want the lie answers (for whatever reasons) so sound like you know stuff (especially for big companies) about the company, ask question about your workplace, show interest and at least feign your competence. <Q> For future interview should I be overconfident and possibly lie when answering this question <S> Don't lie in an interview . <S> It will start a cycle of lies if interviewer asks follow up questions, that you will come to regret later. <S> as I am fresher I may not have full insight about the role. <S> That should not be a problem. <S> Freshers (i.e. fresh college grads) are not usually aware of different responsibilities of a role, or how one role differs from another. <S> Ask the HR what the role entails. <S> Read from the job description, or google the general expectations. <S> I was later advised by one of my friends that they want the lie answers <S> I'm guessing your friends are also freshers. <S> So don't listen to wrong advise of people who are themselves inexperienced, that wouldn't add any value. <S> And in any case, Don't lie in an interview . <S> Also I did my homework about the researching about the company and role <S> it's just that I wasn't confident. <S> This lack of confidence is your real problem. <S> Lying is not a solution to building confidence. <S> You can try preparing list of such questions, and answers that you think best reflect your personal preferences, and then practise them before such culture fit rounds. <A> That sort of question isn't uncommon for wrapping up an interview. <S> They are asking you to sell yourself. <S> When you lack experience, and my read of your question is that you do, your best selling point is your willingness to learn and whatever academic or extra-curricular accomplishments you have which demonstrate that. <S> Before I go any further, let me just say that you should never lie in an interview. <S> Experienced interviewers can spot a lie very easily because usually an exaggeration is something interesting enough (no one lies about boring things) to pursue further. <S> Perhaps you did a special project, or you were part of a group at University where you did something extra-ordinary outside of class. <S> Rather than "I'm willing to learn" you would say "My senior project covered the financial relationship between geographically diverse groups of snail farmers. <S> I was unfamiliar with snail farming, so I studied the role of gastropod breeding in the creation of a viable snail-based economy. <S> I will looking to learning more about your business if I'm selected for the role. <S> " <S> I don't know that anyone farms snails. <S> That is what you're looking for -- an outstanding example of how you learned new things. <S> Saying you don't know if you're the best fit <S> very likely didn't hurt you. <S> Humility is a good thing, especially with an early career candidate. <S> You just need to find a way to back up your willingness and ability to become the best candidate. <A> The problem is the way you responded: I am not sure whether I am best fit for this role , but I will give my best to learn Depending on the interviewer <S> this response might sounded something like "I am not sure if this role fits my interests". <S> B/c <S> this question is more to figure out not only find out what skills you can bring to the table <S> and they missed on the interview but to probe your interest in the role. <S> And from your own post this seems to worked perfect: I was under the impression that the job was boring and may be I could find a better job. <S> If you wanted that offer what you should've done is to highlight the skills from the job description and you already have and express that you are willing to learn new skills to perfect the role you are interviewing for. <S> If you are part of some meetups, user groups or educating yourself on the topics that are relevant to the position you should bring it up (this would indicate that you are interested in the stuff more then a 8-5; if not you can skip it). <S> Keep in mind that at this point you are selling yourself <S> but do not lie . <S> If you lie that would come up pretty fast (in one of the places I worked we caught applicant lying in front of the whole team, however our boss still hired that person but imagine how we perceived that person). <S> However keep in mind that if you didn't like the job during the interview it might be a best to pull away from the job.
| Ask the Hiring manager (if you know which one of the interviews it is). Try to practise answering such questions in the mirror, or ask a friend to take a mock interview consisting of such questions. What you want to look for is things you've done which show how willing and able you are to learn new things, above and beyond class work.
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How to navigate an embarrassing mistake I created and recover? asking for a friend As part of a small project I wrote some code some months ago. The code passed my tests, code review, UAT by business analysts and everything was fine. When the time came for me to request that it be loaded to production I had a gut feeling something wasn't right. I double checked the code and found a very serious logical error. The problem was that between the time it was loaded to production and the time it went live (can be anywhere from a couple of days to a couple of weeks) the "fix" was going to deactivate another fix by someone else that was crucial to the business. Embarresingly I reported it to management that I made a huge mistake. The rest of the team has now also become aware since we're having meetings, sitting together assessing impact and discussing it openly. Senior management are also aware and want complete reports of what happened. My manager is trying to help me remain calm telling me he is glad I spotted this before it went to production since we now have options. All options involve bringing our local office into the spotlight before the global corporation and having to explain how such a simple mistake was made in the first place. (This "simple mistake" isn't so simple or obvious but once it is pointed out it becomes very obvious, but it is difficult to pick up). I've never made such a mistake in the workplace before and am extremely embarrassed about it and feel my "brand" has been tarnished. I am not sure if I should be apologetic, or just focus on finding a solution or just hand in my resignation now and move on. I feel terrible that I have wasted so much of the companies time on this already. tl;dr What is the best way to navigate this situation when I am personally responsible for a huge mistake in the workplace that is pure human error? EDIT: As it turns out the whole thing was a false alarm - I messed up the boolean logic table (made a typo and didnt double check) when studying the logic which in turn gave the false result that the massive error would have happened. Since this code was written (by me of all people) around 6+ months ago I must have completely forgotten what I was trying to do but as it turns out it was correct the first time. I think this is worse, I panicked and wasted half a day of my time and the managers time for nothing. <Q> The difference between you and someone less capable is the gut-feel that something was wrong. <S> This gut feel is borne by experience, and forged by previous mistakes. <S> The concern needs to shift from blame, onto how this situation can be avoided in the future. <S> The best person to identify the process defect that allowed this issue to pass testing and review by multiple levels of the business is you. <S> You need to get rid of the mindset that it a pure human error. <S> There is no such thing. <S> Don't compound the businesses pain my jumping ship when it's time to knuckle down and improve things. <S> If they ask for your resignation, you can decide what to do then, but until then, you have to keep working hard. <A> One thing you should consider: You have set a shining example of how to properly deal with an issue. <S> Yes there is pain in sorting it but leaving it sounds like it would have been SO much worse. <S> The other question is how can you test for that type of error? <S> What is needed and what should be added to the testing routines? <A> That is a failure, even if the code ultimately worked. <S> People make mistakes, and companies have processes to allow for that fact. <S> That's why there was a code review and UAT (and presumably some other testing). <S> This situation is a red flag to the manager, not that you are a poor programmer, but that the processes weren't tight enough. <S> Did the reviewer just skim the code, only checking coding style? <S> Did the testing only cover a few of the possible situations? <S> Was the risk of a complex area underestimated? <S> For a mistake to reach production, every person in the chain must also done something wrong. <S> In the case of a false alarm, the question becomes "why did the process not reassure you that everything was correct?". <S> Are you working on something so complex that no one else understands it? <S> Are you under pressure to finish before you've written all the unit tests you would have liked? <S> Organisations that penalise people for making mistakes find that future mistakes are fixed in secret, hidden, or blamed on other people. <S> Safety critical industries like aviation learned a long time ago that they need to encourage people to own up to mistakes, so they can improve their process. <S> Similarly, don't beat yourself up because you're not perfect. <S> Thinking that you can avoid mistakes is the real mistake. <S> Instead assume that at some point you will forget about the obscure feature and look for a way to protect it from future-you on an off-day (or a new co-worker). <S> Maybe more unit tests, input checking, error handling or even just a few more comments.
| There is human error coupled with defective processes, or multiple humans making errors, but if it's important, it can't be down to a single person making a single error. Someone in management needs to stand up and say, in front of all, that they are pleased to be sorting this prior to the production phase and get all to focus on resolution. When you panic over a potential bug, what you're really doing is pointing out a risk that the analysis failed to identify and the testers failed to test.
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Putting in 2 weeks notice, but if I leave there is no replacement; how to address this? I’m feeling extremely guilty about putting in my 2 weeks with the company I currently work for and here is why. I’ve been with this company for 4 years now and it’s only been the pharmacist and myself for the past four years. Some reasons I want to leave are because I do not get offered health insurance, I am no longer getting my full 40hr per week as promised when I first started and have yet to get one raise in 4 years! I left the job briefly last year for some personal issues but was able to come back. Now, once I came back, I thought it would be different and I would have more help and I would more grateful that I got a second chance with the company who paid okay. I was completely wrong I felt just as stressed and overwhelmed as before. The tech who replaced me when I left ended up quitting after only two weeks of being employed by the company. It's been a year and no other help has been hired and nothing has changed so I started to look elsewhere and I got hired off a phone interview with a huge company who offers insurance my full 40 hrs a week and way more money. I accepted the offer but I feel guilty since the company I'm employed with will be left with no tech. How should I tell my boss? <Q> You do not get offered health insurance, you are no longer getting your full 40hr per week as promised when you first started, and you have yet to get one raise in 4 years. <S> No need to feel guilty. <S> And as DarkCygnus (and everyone else) will tell you, sign a new contract before you give notice. <A> I accepted the offer but I feel guilty since the company I'm employed with will be left with no tech. <S> How should I tell my boss? <S> There is no need to explain yourself or to feel guilty. <S> It's your life and ultimately you have to look out for yourself and work in a place you get paid well and are comfortable. <S> The notice period is exactly for this kind of situations (will give you boss some time to prepare for your leaving). <S> A warning first, just make sure the new job you got is for sure, and that you won't hand your notice period and then have a nasty surprise. <A> "...the company I'm employed with will be left with no tech..." <S> You have already spent much time and energy trying to assure that <the company I'm employed with> will continue to have a tech. <S> Unfortunately <the company I'm employed with> refuses to coöperate. <S> If your employer wants to have a tech working for them, it is their responsibility to insure that this happens -- not yours . <S> They can meet this responsibility by providing a proper wage, paying the tech to work the promised 40 hours, and providing health care and other benefits. <S> Since they have scrimped on proper compensation, reneged on the promised hours, and failed to consider employee benefits, they have failed to offer a position that is satisfying enough to attract an employee. <S> Naturally no one wants to work for them. <A> Short answer: <S> You don't. <S> It's not your problem and certainly not one of your making. <S> If they haven't taken into consideration the Bus Factor , then this is a problem they will need to address. <S> Don't take this responsibility on to yourself as it never was yours before and certainly not now as you plan to leave (and it appears for good reason). <S> Don't let them make you feel guilty either, your career is your career <S> and you need to do what is right for you. <S> Remember, if the situation were to their advantage to sack you tomorrow, then they would almost certainly do that. <S> They haven't taken any steps towards keeping you, which in itself is a lack of risk mitigation. <S> As others have said, make sure you have your firm accepted offer in writing prior to giving notice. <A> It's a two-way street. <S> Companies are looking out for themselves and you should do the same. <S> The promises they made we're not kept and it is not your responsibility for the state of things before you leave. <S> Ultimately management should have ensured more than one person could fill your shoes when you leave. <S> Unless you have shares in the company you should give zero craps about how things are left. <S> look out for number one because I can guarantee you your employer will do the same. <S> When times get rough and they look at numbers they won't care if you have a kid at home that's sick <S> and it's the holidays <S> and it's cold out. <A> Having no replacement is your company's problem, not yours. <S> No reason to feel guilty about it. <S> Even more so if the job is stressful and you don't get things you expected to get. <S> Imagine you died. <S> From a business point of view (except for the drama) this is the same as quitting, only without notice. <S> Would you still feel guilty from beyond the grave that you can't work for them anymore? <S> If a business can't replace an employee, it's poorly managed, even more so if the employee serves their notice period. <A> if I leave there is no replacement; how to address this? <S> You are already addressing it by putting in a two-week's notice, giving the company time to look for a solution. <S> How should I tell my boss? <S> As it may be hard to control one's feelings, there are certain points you can include that can help you with the conversation. <S> 1. <S> Thank them for the opportunities they have thus far provided. <S> 2. <S> Acknowledge that "change" will be challenging for both yourself and the company. <S> 3. <S> Offer reassurances that you will work with them in the next 2 weeks and try to make the transition process as seamless as possible. <S> Keep in mind that your role in the company is that of a "technician," there are other people who's roles are for recruitment, management etc. <S> These are people who are paid to deal with situations such as this. <S> Make sure you recognize this, as it is not your responsibility to feel guilty on how successful, or not, they are at their own roles.
| Simply put, replacing you and your skillset is the responsibility of the organisation, not yours. You just hand your notice period, serve it, and move on to you new job.
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Coworker assigned his work to me with little notice; how to handle this? My coworker who likes to push his work to other people emailed my supervisor with me as CC. Email goes like this: Hi Team Lead, Here’s the task assignment for tomorrow. A. WORK WORK WORK - assigned to Shiniboi B. ANOTHER WORK - assigned to Shiniboi C. Another work - assigned to Coworker2. I wasn't aware that he will be out tomorrow. I emailed him that I was not aware and that next time as a courtesy he should inform me first given that I am the one doing his work. He did not respond. Wow, seen zoned. I am really annoyed at this. I planned to calmly talk to my supervisor regarding this. Furthermore, the supervisor is friends with this person and both of us are not yet regular/permanent at work. I just hope that my supervisor would see where I am coming from. How about you guys? Is it correct to ask for a little courtesy? I feel disrespected/slighted. *EDIT : Just an update. * He(Guy1) did not respond right? Now his friend(Guy2) who is also my coworker asked me if there is a problem about the endorsement because Guy1 asked him if what he did is wrong. Guy2 said he told Guy1 that he should at least talked to me because what if I am also out of the office that time? Guy2 said that Guy1 acknowledge his mistake. He acknowledge he is wrong but he did not apologize to me??? He is giving me the cold treatment. The time the guy was away there were 5 escalations that I handled. The guy was actually commended by my manager saying HE IS GOOD THAT HE ENDORSED HIS WORK . Manager and supervisor does not even acknowledge that I AM THE ONE WHO SOLVED ALL THE ESCALATIONS. <Q> How about <S> you guys? <S> Is it correct to ask for a little courtesy? <S> I feel disrespected/slighted. <S> Seems a bit unprofessional and strange to me that your coworker approached the situation the way they did. <S> The exception would be that somehow <S> you missed the meeting/email where such endorsement would happen, perhaps an email you forgot to read or something. <S> It would be worth to double check if this didn't happen so you don't misinterpret the situation. <S> Anyways, assuming that this was never mentioned to you, I suggest you reply back to the ones involved in the thread, as to ask for clarification and (politely) get your message across that you would like to be consulted first in future incidents. <S> Something on the lines of: Hello everybody. <S> I'm afraid that I was not aware that Joe would not be working tomorrow, nor that we had to take over his tasks for that day. <S> For future situations like this, please it would help me to be informed beforehand <S> so I can prepare myself. <S> Furthermore, given that now we have new tasks <S> , I would like to ask how should we handle the tasks we had already? <S> Should we give these new tasks priority over the others? <S> Thanks, Shinobi. <S> Consider if, eventually, raising it with your manager is the only solution left. <A> You can answer to your supervisor while CC your co-worker: <S> Hi Supervisor, <S> My workload is Work work work <S> co-worker work <S> co-worker work work <S> Could you send me deadline for them <S> so I could arrange them? <S> Also is there someone I could ask about co-worker work as there are some things I need to get clarified and explained I would do that because your supervisor might be under impression that your co-worker passed to you all necessary information WHILE making you aware with that expected earlier notice. <A> The problem with this whole thing is you are relying on a notion of courtesy, rather than policy and procedure. <S> Different people will have different understanding about what is courteous. <S> You seem to have been informed quite late that your workload will increase. <S> It is unclear to me what impact that will have on you, and what the expectations are from management. <S> Rather than complain, or speak with the supervisor, regarding the actions of the coworker, you should try to establish a proper policy regarding this. <S> This would include how much notice to teammates would be given, who can allocate work, and what type of work is higher priority. <S> Obviously when discussing with your supervisor, you should be prepared to highlight specific problems with how things are currently done. <S> Then should the coworker breach this policy, then you have a bit more than "I feel disrespected" to go to your supervisor with. <A> not yet regular/permanent at work <S> Assuming you want to be permanent, you don't rock the boat too much. <S> You have already emailed him with your concerns. <S> But you should have <S> (still can) emailed the supervisor and ask for confirmation and give any reasons that you wouldn't be able to do the task such as time or location if there are any. <S> If you don't have any reasons, you shouldn't let it upset you visibly. <S> You're trying to create a good impression, concentrate on that. <A> I assume that your coworker has no authority to assign work to you without your consent. <S> I'd reply to the email saying that this is the first you've heard about the "assignment" and ask that he give you more notice in the future. <S> Also request that he discuss it with you in advance so that you have the ability to either agree or disagree to the task. <S> Again, you don't have to do it just because he asks you to; he has no authority to force you to accept the task. <S> I'm not sure about the exact wording of the email. <S> Obviously, you'll want to make it polite, but you should be clear about your desire that he discuss assignments with you in advance. <A> Been in that situation before. <S> The co-worker gave an assignment like an order. <S> I was new on the job. <S> I thought it was strange <S> he was being rude <S> but I didn't want to rock the boat. <S> The next thing <S> I know he's telling the manager that I volunteered to do the work. <S> My advice is to ignore the guy's email. <S> It's on him if he fails to get work done that <S> his manager assigned to him. <S> Yes, being a team player is important but it only works if everyone is on the same team. <S> In other words, would he do your job for you if you assigned it to him? <S> I'm guessing not given how he approached this. <S> In my case, the guy kept trying to order me around and go overboard. <S> I ignored him from then on. <S> Eventually he got the message.
| If, after this, similar situations happen again I would consider talking this with your coworker and supervisor directly (but professionally).
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Fired from job - left my Gmail, Stack Exchange, LinkedIn, and other personally owned accounts logged in. How do I proceed? I left my company on bad terms yesterday. I was ordered to leave immediately, take my documents, never come back to the company, and even to never meet my boss in life outside work. The problem is that when I left the company, I forgot to log out of my Gmail, Stack Exchange network accounts, LinkedIn, work email and many other personal and professional accounts. The browsers remember almost all of my personal passwords. Obviously, they will check my computer to get information about the project and it will be used by others (most probably by the manager of R&D department who is a very unethical person, interested in personal information about the others). What is the best thing I can do about the problem? <Q> Go online and change all the passwords now for your personal accounts. <S> Obviously the OP no longer has access to the work machine, so this means either using a machine at home or even going to an internet cafe or equivalent to log in to all accounts as necessary and change passwords. <S> Work associated accounts like work email they will be able to, and have the right to, access anyway - even if you change the password they can use administrator rights. <A> Specifically Gmail you can log out remotely: <S> https://support.google.com/mail/answer/8154 <S> Sign out from another computer <S> If you forgot to sign out of your email on another computer, you can remotely sign out of Gmail. <S> Open Gmail. <S> In the bottom right corner, click Details and then Sign out all other web sessions. <S> Tip: If you’re using a public or shared computer, sign out of your Google Account before leaving the computer. <S> Learn more about signing in securely to Google. <S> And you might be able to see if anyone acceses it after you left: https://support.google.com/mail/answer/45938?hl=en <A> The browsers remember almost all of my personal passwords in future, do not do that. <S> And only ever use private mode browsing at work, so as not to leave a history. <S> Personally, I only ever visit Stack Overflow on my work PC, in private mode, and check my email at lunchtime on my 'phone. <S> Doing otherwise might get you sacked at some places (and <S> using LinkedIn at work is unlikely to ever give a good impression). <S> I Like @SolarMike's answer of changing all passwords & Geegory's comment about "log me out from other devices" - where offered. <S> Since you get on well with your boss, you could also call him and ask him to wipe all browser history & passwords, then reboot, to catch those sites which won't time out and where you can't remote log out. <S> And you probably should change all passwords, no matter how much you trust your boss. <S> Just standard operational procedure (like never remembering them on a work PC in the first place). <A> You should certainly change your passwords, but on most corporate setups accessing your personal accounts would take deliberate action bordering on malice, and assistance from IT staff.maliceI assume you were logged on to your own user account, as is normal practice. <S> This means that your browser history/saved logins <S> can only be accessed by someone logged on to the same account, which means a malicious ex-colleague can't simply walk up to the machine and impersonate you. <S> However IT can reset your password and may have a legitimate reason to do so to get access to stuff you were working on. <S> This reset logon can then be used to access your browser records. <S> So who would need access to your files? <S> How much do you trust them? <S> How quickly will IT respond to a request for access? <S> This determines how worried you need to be. <A> I forgot to log out of my gmail <S> , stack exchange network accounts, LinkedIn, work email and many other personal and professional accounts <S> Generally speaking, you would not have been allowed access to the computer, which means you would not have been able to log out even if you had remembered. <S> Under such conditions, someone should have accompanied you back to your desk ad assisted you with removing your personal belongings. <S> and even to never meet my boss in life outside work. <S> Pretty sure that's not enforceable... <A>
| Logout all active session , By changing password.
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Is it acceptable by "professional courtesy" to ask about a salary range in a job interview? I'm a web developer with two years of professional experience - I spent most of this time being relatively underpaid*. It has put a strain on my motivation and to some extent, on my life, and because of it, I want my next job to be more benefitting. Currently, I'm looking for a job and already secured two interviews, with more being potentially possible in the future. I really want to move on in life, for which I need a better salary, and I don't want to waste my time on companies that wouldn't provide that. I've already had interviews in the past in which I was asked about my desired salary; is it okay to do the other way around? That I ask them about what salary they aim to provide? Or this decision is definitely left for later steps in the recruitment process? * For the record, I don't have a formal degree in CS or any related field which may have an impact on it. <Q> I really want to move on in life, for which I need a better salary, and I don't want to waste my time on companies that wouldn't provide that. <S> Since your goal is a better salary, keep a number/range in mind. <S> Next, ask the company HR what is the pay band for the role usually. <S> At this stage, any answer like fixed numbers / range <S> we pay market standard that depends on how the interview goes <S> etc should be enough to proceed in good faith. <S> No company can commit a number without evaluating the candidate, that is you. <S> Usually, if you ask this from the HR, the HR too may want to know the number in your mind, which is where you can give an answer like fixed range of numbers or market standard. <S> In my experience, there are two types of companies out there where one can join for motivations of pay - those that hire for the skills, and those that hire for the rate. <S> And neither likes spending time making an offer that the candidate won't accept. <A> You can ask companies for salaries and salary ranges for a position. <S> Some will be turned off (especially the cheap ones), others might be more open. <S> Depending on how much value you're bringing to the table, it might be the correct way to go. <S> Another method I can suggest is to set a number you'd be happy with and tell companies it's not worth to change your position unless the offer is above this number. <S> You can frame it as not wanting to waste anyone's time. <S> This is easier than prying open the companies to reveal a salary number and instantly cuts off low-budget positions at bad companies. <S> You can use websites like Glassdoor and LinkedIn salary tool to get an idea of average salary in your position and area. <S> Based on this information, you can set a realistic target for yourself. <S> I've used this method successfully twice and have a very good salary for my field at my city. <S> Before I joined my current company, I eliminated low-value interview requests based on this criteria. <S> It works well for me. <A> Asking for the salary is not only ok, but it is a must do in most cases. <S> A lot of the time, you won't get a specific value. <S> Sometimes it will be a range, and in others it will be something like "we pay the market standard".
| If you're a hot candidate with a lot of seniority (or perceived seniority/value), then asking them about their salary range might yield great results and prevent you from leaving money at the table later. Nonetheless, there is no harm in asking, and it will provide you with a vital information for basing you decision.
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How to ask your company to participate in humanitarian services? In light of the recent damage to the Bahamas cause by hurricane Dorian, I’m wanting to do what I can to help. Originally I had an idea to contact companies like Pepsi and Walmart with regards to shipping pallets of water to the Bahamas to assist with the disaster relief, but as people have pointed out in answers below, this would be an inefficient use of donations. I believe (in concurrence with an existing answer) that allowing companies like FEMA and Red Cross to handle the logistics and what the funds are used for would be a smarter idea since they'll know what the impacted region is in higher need of. With that in mind, I work for a logistics company and would like to begin a company wide fundraiser in an attempt to help those impacted by the hurricane (and others have pointed out, it would be better to create an ongoing system for future events). I believe that my starting channels would be my project manager, her boss, and potentially HR. What would be a smart, professional, and tidy approach to making the initial inquiries about starting a fundraiser? Initially the fundraiser will be directly pointed to helping those impacted by hurricane Dorian, but in the future it would be whatever an employee would like to donate to. I believe we currently have one charity that we support (though I forget the name), that employees can donate to out of every paycheck. <Q> "but I’d prefer the professionals take care of that." <S> Then collect money, donate it to the Red Cross (or similar) and let them decide how to use it. <S> Maybe local filters are better, or food, or blankets. <S> You will spent a lot for figuring out how to send a single water delivery, so a lot of your money gets lost without helping anyone. <S> Bigger projects or NGO already have this know how and will be much more effective. <S> So rather offer money (or services by your company) instead. <S> So you and the disaster relief organizations do what they are good at. <A> As FooBar said, I see absolutely no reason to go through so much trouble when you have Red Cross and several other organizations helping solving (or mitigating) <S> many problems that afflict our poor world. <S> You should approach your manager and communicate that, inspired by the recent hurricane, you would like to start a voluntary donation program, where every employee may or may not donate a (not predefined) amount of money that will be sent from time to time to a organization. <S> Maybe you can preselect a few NGOs that you feel might get the attention from your colleagues, selecting a new one after every round. <S> If your manager isn't able to approve or disapprove this, probably he will point you in the right direction. <A> Sounds like a great idea! <S> As for how to approach it I think you can pretty much say what you did here - the effects of Dorian really shouldn't be news to anyone. <S> Good luck!
| If there's no-one at your company who looks after this sort of thing (or none that you know of) then the first thing would probably be to speak with your manager regarding it - they might not be the person who can green light or handle this but they may know who can .
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Manager told me to give training to other employees. Does this mean that he can fire me? My current manager called me in today and asked me to give training on the technology that I worked in i.e. Power BI. He suggested I give training during 3 weeks for 2 hours daily or something like that. Currently, there are a few folks in my company who do work with it but are struggling to achieve any basic features. I did mentioned to him that I'm more than happy to help them, since I am an expert in it, but he insists to set a training agenda and give training to the entire company (~35 people) about the tool so that my "expertise can be utilized". Since there is no major project/task in my plate right now and since I have enough experience (roughly 10 years), is this a trick to train employees in my tool so that he can, at the end, fire me from the company or is this just a basic training (like any other training) since I am free right now? Thanks in Advance :-) <Q> Sharing knowledge is seldom about firing people and more about reducing the "bus-factor". <S> So I wouldn't worry about this. <S> See it rather as an opportunity to secure your job by making your toolchain more valuable and more used by your co-workes and thus your deep knowledge more needed than ever. <S> As a personal note: I also frequently train people to use the tools I am the domain expert for. <S> They then are able to use the tools more independently and free up time <S> I otherwise would spend teaching them again and again how simple things work. <A> Training an individual everything about what you do for a job might be something to worry about. <S> Training a whole group on a specific tool or portion of your job is about knowledge sharing and is not something you should be worried about. <S> On the contrary, it means your boss holds your knowledge and skill in high regard, something that a few training sessions will not replicate. <S> Go forth and teach :) <A> Also if you refuse to train he can use that as a reason and fire you. <S> In my opinion train the employee, and if you feel you will be let go prepare for that look for other options <S> so you will be safe. <A> Wow. <S> What a paranoid lot we've become. <S> Your question is a great example of the fear that has bred and taken hold in the workplace. <S> Training your colleagues is about many things, like having a more well rounded work force, about making sure that if you leave, etc. <S> that there will be people who can step into your role, about making sure that people have the skills that your manager thinks are important. <S> It's not about firing you. <A> How would you know you are on the to-fire list and asked to train your replacement? <S> You have unresolved conflicts with your management. <S> Whatever you did or didn't do would have gotten other people fired, but not you because your unique knowledge is too important for the company. <S> You are asked to train exactly one person, or maybe two if they want a backup. <S> (It doesn't take ~35 people to replace you, and if it does, I hope you also make 35 times their salary). <S> You are not asked to teach them the general aspects of a technology, you are asked to teach them "everything one needs to know about your job", mostly focused on the details specific to your personal responsibilities. <S> People who don't just have important expertise but are also able to teach that expertise to others are a very rare and valuable resource. <S> You usually don't fire such people without a very good reason. <S> By positioning yourself as the local Power BI guru, you gain a lot of visibility . <S> Maybe there is a small chance that management believes they don't actually need a Power BI guru and can get along with 35 Power BI dabblers (and they would very likely be wrong about that). <S> But if that's the case, you also established that you have another very important skill which makes you worth keeping around: Teaching. <S> That gives you the opportunity to become the "New Technology Person" - the one who gets to try out all the new and shiny toys and then teaches them to the others. <S> I have such a role at my current company and I can highly recommend it. <A> As other answers have already suggested, refusing to do the training on the basis that your boss is setting you up to get fired will not make matters better for you. <S> In fact it will just give him a new and better reason than whatever he had before. <S> If he wants you gone, he'll find a way to make it happen, no matter what you do or don't do. <S> If you're really that worried about getting fired, I'd suggest you begin making preparations to leave on your own terms. <S> That's really the only way to protect yourself if we start with the assumption that your boss is out to get you. <S> And, if you're planning to leave anyway, then doing the training is a good thing for all concerned, as someone will need to pick up after you're gone. <S> Do the training. <S> If you really think you're about to get fired, then start looking for a new job, but make your focus here about you and <S> what's best for your career, not about what your boss may (or may not) be planning. <S> Not about this training.
| Just because you are asked to train someone doesn't mean you will be fired.
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Should I disclose to company if the interviewer for a job is close friend? I have a campus recruitment drive at my college next week. One of the company's panel/interviewer is my close friend. Before the process should I disclose this to anyone in the company or at college? Or should I do it during the interview so as to not cause any partiality in the selection process? Because I fear someone will get hint and maybe if I get hired they will know eventually that we are friends. Company is 100 to 120 in size. <Q> Have you talked to your friend on if the other interviewers know of your relationship? <S> It's up to your friend to recuse themselves from at least your interview if they feel it is necessary. <S> Or should I do it during the interview so as to not cause any partiality in the selection process? <S> You should prepare for the interview exactly how you prepare for any interview, pretend you know nothing about the interviewers. <S> Bring your best self and make you the best choice to the other interviewers before your friend inputs at all. <S> Because I fear someone will get hint <S> and maybe if I get hired they will know eventually that we are friends. <S> Just bring your best self and let your work ethic and skills speak if you get the position. <A> The other two answers suggest that either this is irrelevant, or that making the disclosure might imply that being close friends is somehow a bad thing. <S> It's both relevant, and a fairly normal potential conflict of interest which should be disclosed. <S> Any time there is a possibility that a relationship will unfairly or inappropriately affect an outcome, a disclosure is appropriate. <S> There are two reasons to make disclosures of potential conflicts of interest. <S> The first is to ensure that there is an objective decision making process, even when there may be some bias. <S> Interviewer is a friend? <S> Sure, but the interview questions, process, time, etc. was reviewed by someone who was neutral and found to be appropriate and objective. <S> The second is to foreclose any possibility of impropriety. <S> Someone discovers later than the interviewer was a friend? <S> Sure, but Human Resources or the upline managers were well aware of the fact. <S> I recently bought a house which came with appliances I didn't need since I moved with my own. <S> I overheard a co-worker mention he was looking to replace some of his appliances. <S> I offered them to him. <S> I believe a fair-market value for what I gave him was somewhere between $500 and $1,000. <S> That was more than sufficient to influence him to potentially be more favorable to me, so I informed my manager of the gift. <S> I also informed my co-worker that I'd reported the gift to my boss. <S> Everyone was happy and he loves the appliances I gave him, and I love not having to go through the grief of selling things which could have been a major hassle. <A> Before the process should I disclose this to anyone in the company or at college? <S> Or should I do it during the interview so as to not cause any partiality in the selection process? <S> Tell them it if they ask you. <S> Otherwise I don't see the need to "disclose" such information. <S> Framing it like that seems like you two being friends were a bad thing (which is not). <S> If their interview processes are ok and in place then the process will be partial. <S> Because I fear someone will get hint <S> and maybe if I get hired they will know eventually that we are friends. <S> Again, no need to fear here. <S> There is nothing bad in you being friends. <S> If you are eventually hired it would be because you were a good candidate and had a good profile. <S> If people thought that "you got the job only because you are friends" then that would be a bit far-fetched thing to conclude.
| This is really up to your friend and his/her ability to be impartial in the process. We don't disclose conflicts because we think friendships are bad, we disclose them because it prevents the conflict itself from creating problems. I've been hired before by a close friend, people learned this but because I was qualified and performed well, people respected my skill set and the relationship was never an issue.
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Are fast interviews red flags? So, I've applied for a software dev company. I've had one 30 minute interview where we talked about my experience and their tech stack (mostly me asking what they use). After that, they gave me a 3 hour test that I'd managed to complete and we had a feedback call where I just explained what I did and they said it's great, they didn't ask me a single question regarding the code I did. Now, they are flying me out to their office to meet the team and discuss salary. Is this ok? I feel like they're rushing the process for some reason, and I'm not sure if this is a red flag? <Q> (This is a good idea <S> no matter what of course) See if you can find out: <S> How long this position has been open. <S> If this is a role with high turnover. <S> Are there reviews of the environment you can read, like on Glassdoor.com? <S> When you get there, if there are interviews with other groups and employees, try and get a feel for how they feel about the speed things are moving. <S> If I've learned anything, it's trust your instincts, but don't let them automatically scare you away from a potentially great opportunity. <A> A one hour interview is usually enough to evaluate a candidates coding abilities. <S> With a three hours coding test you are already in the same range as the big names in the industry. <S> Amazon, Facebook etc .usually have 4 to 5 hours, but they also have soft skill interviews embedded, so that is just 2 to 3 hours of coding/design tests. <A> Paraphrasing: "This company's hiring process is different from every other company's hiring process. <S> Is this a red flag?" <S> Maybe they don't buy into the half day, full day, multi day, group interview/hiring process that every other company has bought into. <S> Maybe they're better at identifying the right candidate. <S> Maybe they have better things to do with their time then spend it on a long, drawn out process. <S> Maybe they're more respectful of your time, and theirs, then to drag this out unnecessarily. <S> There could be a multitude of reasons why their process doesn't fit the mold of what we've come to expect. <S> They've given you every indication that you're the candidate they want. <S> I'm failing to see any red flags. <S> Unless you're concerned that the pace of the process is an indication that there's something wrong with them. <S> Have they given you any indication that they're not being straight with you? <S> Do you have any indication that theirs isn't a viable business? <S> Have you done your research on them? <A> Some companies with a tight job market have learned the hard way that if they stall with candidates in the interview process, expect them to find a position with another company in the meantime. <S> I've had to tell a number of companies that took too long in the interview process that I've found new employment elsewhere. <S> It sounds to me they have already decided to offer you the job, assuming you don't come across as some nutcase in the face-to-face. <S> It's quite possible <S> they don't want you to go somewhere else <S> and they are in need of someone quickly. <S> I'd study up on salary negotiation, since you'll be doing that face-to-face. <S> Overall, I think you are in a great position to negotiate a great job here. <A> If they flying you out to their office - you passed to the next stageand there is no need to go other the code line by line if it is acceptable. <S> I wouldn`t say it is a red flag <A> A rushed interview process would be a red flag, yes. <S> However, there is no indication here of any "rushing". <S> The process matches my normal experiences. <S> You've had an introductory talk of a good length, passed a fairly thorough practical test (perhaps it was sufficiently self-explanatory not to require any further explanation — I'd be bored to tears by having to spend two hours going over it as you indicate you were expecting), and are now invited to continue the interview process (that's right <S> — you're not done yet!). <S> Presumably you will also have a probationary period at the beginning of your employment, where you will continue to have the opportunity to prove yourself, and will be judged on your capabilities and performance during that time. <S> Good luck. <A> You should clarify with the recruiter what "meet the team" actually means. <S> In several places where I've worked and interviewed, this was recruiter-speak for "full-day onsite interview". <S> Chances are you'll wind up doing some coding/algorithms and design question, and probably a "behavioral" interview with a hiring manager. <S> The recruiter should be able to tell you the approximate format, suggest some topics to review, and they may even tell you who you're scheduled to meet with.
| If you're concerned, do some research on the company and the position before you go. The speed is not necessarily a red-flag by itself. I wouldn't consider what you described a "fast" interview.
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Should I quit my 2-semester-long internship now? And how to do so? background: I'm having a two semester long internship with a local small (only 2 formal employees including the boss, and the rest of the 10 people are all student interns like me) financial consulting company. I told them that I'm willing to work 18 hours a week every week during this semester. However, I didn't realize that my classes this semester are hard and I have to put in more hours for studying. I speak to the boss last week asking for reducing my hour to 12 hours per week and she literally insulted me because of this, saying that I'm breaking my promise and she refuse to do so. The work I've done so far are scanning documents, preparing mails and checks, and simple data entry to excel sheets, which I do feel is a waste of my time. Also my boss, as you may tell, is very emotional and demanding. The problem is I'm also trying to find a summer internship next summer and I feel that it will be consider bad to quit an internship within a month, but I really think that I can use these time to do things more useful and relevant to me. I'd appreciate any ideas/opinions on whether or not I should quit my internship. I don't know how to address this to my boss neither, as she is very emotional and irritable. Thank you :) <Q> A intern quitting the job to focus on studying is pretty understandable. <S> Sure, it will look a little weird the 1 month internship, but most recruiters will understand it was a question of priority, and a bad judgement on your part. <S> So, if you feel the internship will jeopardize your degree, you should definetly quit it, although this is a decision we can't make for you. <A> As a rule of thumb you should prioritise your degree ahead of almost anything else. <S> Depending on your location studying can be extremely expensive. <S> Speaking from experience, a 3-year degree in the UK cost me ~£87k due to a combination of tuition fees (9k per year) and lost earning potential (£20k per year). <S> Add to this the amount of time that it takes to study (time within which you can't reasonably expect to buy a property etc). <S> In contrast your internship is worth.... <S> £7k wages, maximum? <S> Plus it gives you some photocopying xp and adds a reference to your CV. <S> Experience and a reference are not to be underestimated but you could obtain them cheaply at a later date. <S> Your numbers probably look a bit different to the ones I've thrown around <S> but it is likely that the money generated by the internship pales into insignificance in comparison to the time and money you have already invested into your degree. <S> Thus, if your job is jeopardising the degree then the job needs to go. <S> Disclaimer: <S> you need to make a judgement call. <S> My answer will be incorrect in some situations. <S> For example, if you need the money from working to stay afloat, or if the degree is worthless (e.g. if you are studying Fake News at Trump University then maybe you should keep the internship and bin the degree). <A> It sounds like you already know the answer <S> and you just want us to agree with you that you should quit. <S> First, I've never heard of a company which is almost completely run by interns. <S> Normally an internship is a two-way relationship in which you learn about your chosen field, and they get a low-cost employee. <S> In your case, it sounds like you are nothing more than a clerk, not that there is anything wrong with being a clerk, but I doubt you are going to college to learn how to effectively scan documents. <S> I suspect you aren't going to college to be a data entry clerk, so don't quit college. <S> Now for the next bit. <S> Are you breaking your promise? <S> Well, did they misrepresent the internship? <S> Did they know what you're attending college to learn and is your work the least bit relevant? <S> Sounds like the answer is " <S> No", so perhaps they misrepresented the internship and you need to be very direct with this boss <S> -- you feel the work is completely unrelated to your degree program and remaining as an intern furthers neither your education nor your career goals. <S> I did a brief "internship" when I was an undergrad. <S> The university I attended need some software written, I was studying CompSci, <S> I had experience <S> , I was willing to work on the cheap, so I did. <S> Because it was relevant to my degree, it wasn't all that much of a bother. <S> That's how an internship should work out -- you get enough benefit that the hours are less imposing than working at a completely unrelated job. <S> If I were in your situation I wouldn't have mentioned the hours at all. <S> The work is unrelated to your chosen degree field, and the hours you are working provide no benefit to your degree. <S> The End.
| If you're going to college to learn what you're doing, quit college. The value proposition is usually based on what you're learning and how little you're making.
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Is this good to say congrats to CEO on completion of x years? Is this good to say congrats to CEO for completion of x years in same company? Would it give a bad impression that a lower designated person saying congrats to CEO? <Q> I think in this case it all depends on <S> how well you actually know this person . <S> If they would not recognize you if you bumped into them in the hallway, then I would not worry about this. <S> Short answer: <S> If your don't know them, no . <A> Communication around situations like this should typically be lead by the culture in your company. <S> Of course, none of us know the culture in your company, so you will have to look for some clues. <S> In general, is the CEO easy for employees to reach? <S> Are they on chat, or do they have a feedback function for the CEO on the company's intranet? <S> Do they sit out in the open office floor with the rest of the staff? <S> If the individual is easy to get a hold of, it usually means that they will welcome communication from employees. <S> On the other hand, if they sit off in a distant high office, are not listed in company directories, and don't routinely interact with staff directly, you might want to avoid bothering them. <S> Similarly, some employers place a natural emphasis on things like work anniversaries - I've worked in companies where a list of employees who hit milestone anniversaries is scrolling across a giant screen in the lobby, for all to see. <S> Or, where there is a "party" with cake or something every month, where the employees who have an anniversary that month are recognized. <S> Certainly, in those situations, it may be very normal and expected for employees to congratulate the CEO if the company was including him in that type of recognition. <S> So - answer the question yourself, based on the clues you see in your own environment. <A> It wouldn't give a bad impression at all. <S> It probably wont leave any impression. <S> They probably have plenty of people already kissing up over it. <S> Unless you two have spoken and recognize one another, you'll get a generic thank you reply at best and nothing at worst. <S> You have nothing to lose doing this, but you also have nothing to gain. <S> I think the rest of the responders are way over-thinking this.
| This is very minimal professional courtesy and at the end of the day it wont really mean anything. However, if you know the CEO, meaning you have had a conversation with this person and would be comfortable striking up a conversation with this person in the elevator, then I don't see the harm is saying " Congratulations " via email, LinkedIn, or face to face.
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Asked to sign a confidentiality and non-compete contract, after working here 10+ years; how should I approach this? Is it normal to have a generic Intellectual Property agreement without specifically naming out what is considered to be IP/Confidential? After working as a web developer and then as a manager for the past 10+ years with this company, they have asked me to sign an intellectual property/confidentiality agreement, along with a non-compete contract. I have built an app for the company and I will be turning over the rights to all that source code with this agreement. There is no expiration on this confidentiality agreement, since it includes trade secrets. Based on this confidentiality agreement, all information possessed by me during my employment (10+ years) is considered confidential and therefore company property. Has anyone experienced any issues with signing such a broad contract? Is this normal contract terms for IT/web development industry? Looking for advice on if I should sign it, or just move on. <Q> This is called an " Confidential Information and Invention Assignment Agreement ". <S> (You can see an example here .) . <S> Requiring all employees to sign them as a condition of employment is increasingly standard especially in technology companies - I haven't heard of anyone not getting one in the last decade around here. <S> Now, in this particular case if you built an app "for the company" - in other words, in the scope of your employment and using company time and/or resources, they are due it both legally and ethically and this is just an attempt to make that ironclad for whatever reason. <S> So that's not really a problem, the problem is that it can include anything else you've done over the last 10 years if you're not careful. <S> Usually there is an allowance for an exclusion list of things you have done prior or will then do that can be omitted given the company <S> agrees. <S> I have a lot of "side" things (online courses, conferences, books) that I am working on <S> and so I make sure those are listed on the exclusion attachment <S> and I amend it to add new items as they come up. <S> Generally companies aren't trying to "steal your ideas" with them, they want to make sure you're not stealing their ideas (or spending huge amounts of time that would interfere with your work). <S> Feel free and have an employment lawyer review it, how enforceable any given provision is varies from state to state. <S> (Specifically, noncompete declarations are not universally enforceable.) <S> But in at will states, companies can and do make signing one a requirement of employment. <S> Sucks, but that's how The Man keeps you down. <A> IANAL, but the general rules are: If you do it on company time with company resources, it belongs to the company unless the company signs something to the contrary. <S> If you do it on your own time with your own resources, and it isn't something in the company's product line, then it's yours unless you sign something to the contrary. <S> If you do it on your own time with your own resources, but it's a product like unto something the company produces, then the company will think it's theirs <S> and there are lawyers on the starting blocks ready to make it very expensive for you to claim it as your own. <S> Case in point: The guy who came up with the Bratz dolls used to be a Mattel employee. <S> He left Mattel and started a new company to produce the Bratz line. <S> Mattel—who make the Barbie line of dolls—claims that (a) he was on the job when he came up with the idea, and (b) therefore the whole Bratz line is their IP. <S> The college for many children of lawyers has been funded by the legal mess. <A> You didn't mention the exact wording of the contract, so I can't tell if it is as broad as it seems from your question. <S> I have been asked to sign contracts that broad before. <S> They basically say something like "everything you created while you worked for us belongs to us." <S> It's lazy and not particularly bright on the part of the company; anything that broad won't be enforceable. <S> If you wrote a short story and got it published while you were employed, according to the contract they could claim it but any sensible judge would toss that claim out...unless they could prove that you wrote it during your working hours. <S> In the past, I have pointed out how ridiculous the breadth of the contract is and usually I'll be told, oh, yeah, <S> it is kind of overkill... <S> This proceeds into either 1) "... <S> but just sign it anyway <S> , it's only a formality" or 2) <S> "here's another contract which is worded better" or 3) <S> (sounds of silence) <S> Also look over the non-compete and understand what they are asking for. <S> I was once asked to sign a contract that said I agreed to not work for anyone who the company did business with. <S> I said "say, what...?" because they were a contracting firm that did business with all my major sources of employment. <S> I told them no way was I signing that, and they said "oops, that was the contract that we give to HR people leaving the company so they don't take their contacts with them". <S> So read the contract over carefully and make sure the terms are fair and don't let yourself be bullied or hustled. <S> It might be a tempest in a teapot, but why take the chance?
| Tell them that you will sign a reasonably worded contract, where they lay claim only to intellectual property that directly pertains to the work that you did specifically for the company. My recommendation is that you look over the wording, decide if they are trying to lay claim to something they have no right to, and if so, push back.
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Is it impolite to write an e-mail mentioning who asked the question? Recently I was asked by my manager during a meeting to ask a question to another co-worker by e-mail. I mentioned in the e-mail "Mr. X would like to know (question)...", to which Mr. X complained to me by saying: "I didn't asked you to send the meeting minutes, just to send the question.". I didn't send any meeting minutes, just mentioned in the e-mail who was the person interested in the question, so that the other person would be able to follow up any further question. Is it impolite to cite the original asker of a question in an e-mail? Why? <Q> There’s nothing wrong with what you did. <S> There’s a lot wrong with what your manager did. <S> Lashing out against an employee like that is bad mannered, rude, and bad for business. <S> Now your problem is that he is your manager and currently in a position of power. <S> You may feel free to decide for yourself if an event like this affects your loyalty to the manager and your loyalty to the company. <S> Keep an eye open if good people are leaving, then it’s time to leave yourself. <A> There is a difference between being impolite and doing the "wrong" thing. <S> There are a few different reasons why your boss may not want to be mentioned explicitly, this is in addition to it being needless information. <S> There may be political games at play, given the reaction of the boss, just do what they say (and only what they say). <A> It is not per se impolite to cite the original asker in an email. <S> If he did not tell you to not do so <S> and it was not clearly deducible from the question itself <S> (for instance, an inappropiate question for a boss to ask) <S> then there was no way for you to know. <S> Clearly in this case it was not what your boss wanted. <S> So now you know that. <S> But I do not think it is a big issue. <A> Is it impolite to write an e-mail mentioning who asked the question? <S> For me, the underlying major problem here has nothing to do with polite/impolite. <S> There are likely bad motives behind the request, such as a desire to hear what the co-worker really thinks about the question in order to catch him/her up, etc. <S> It is asking you to be deceitful/underhanded to a co-worker. <S> If the co-worker trusts you and answers honestly - would you then forward that answer to the boss even tho you foresee potential fallout? <S> If you wouldn't forward the email, you'd have to lie to the boss about it in some way (and that digs you further in). <S> If I received such a request, I'd say, "If you don't have his/her email, I'll get it for you. <S> " If they repeat that they want me to ask, then I would politely decline and say something like, "I don't think my co-worker would appreciate being duped like that - I know that <S> I wouldn't - and the work relationship might suffer." <S> You absolutely did right by including the questioner's name. <S> While you are second-guessing yourself now, because of the boss' reaction, your instincts and common sense led you correctly. <S> Your boss reacted poorly because his subterfuge was exposed. <S> I'd be surprised if the co-worker didn't ask, "Why didn't he ask me himself?" <S> Indeed. <S> Old Adage: <S> What a tangled web we weave; when first we practice to deceive.
| If my manager asks me to get information from someone within the company, I will one hundred percent mention that he wants it - just because that could give my request a higher priority. What you should do is avoid any actions causing negative consequences for you.
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Can I use the same recruiter that I previously worked with? There is this recruiter who I was impressed of the way he operates. The job he represented, benefits, salary and how he actually made it true that I got hired was really impressing. He is professional and has connections. In addition, he demonstrated professionalism and "care" by actually following up, and every now and then, "investigating" if I am happy or would like to move on to something else. It is been a while I did not hear from him though while still employed. Unfortunately, time is up to move on and out of my current job, which this recruiter found for me (or found me for the job - whichever comes first). I think my manager has some sense of my frustration and expecting me to jump ships. Today, I was contacted by that same recruiter, asking me how things are going and if I am still employed. I would want to use him in my new search, but this will guarantee that my current manager know about my plan (Maybe good thing: I get a raise?), judging by the fact that they did and do business together. On the other had, I don't want to dismiss the recruiter, or "lie" by saying that every thing is OK but then switch jobs and burn bridges. I don't want to bad mouth my employer as well. How to go around this? <Q> I would want to use him in my new search, but this will guarantee that my current manager know about my plan <S> But them telling your manager is a relationship spoiler for the recruiter and you, which affects their earning (this job hunt and any future job hunt you do), so they won't do it. <S> After the switch : It is not in the recruiter's interest to inform your manager, as a recruiter earns commission when they get a person hired for the manager/company. <S> But them telling your manager is a relationship spoiler for the recruiter and the manager - as the manager can stop trusting them for future hires due to poaching, so the recruiter won't do it. <S> So either way, a good recruiter will not tell your manager. <S> But If you are really concerned about this, just bring it up verbally during discussion with the recruiter to not mention your plans of job change with anyone within your current company, and s/he will easily comply. <A> Your wanting a new job is indisputably a good thing from the recruiters standpoint, <S> It means he or she will get paid again. <S> Unless you're dealing with an in house recruiter or a real sleazeball, there's zero reason for one to burn bridges by tipping off your current employer. <A> The recruiter will act in their best interest. <S> And it’s absolutely not in their best interest to tell your boss. <S> I can go to a recruiter and say “I don’t want to stay in my job forever. <S> I’m not in a rush, but give me a call if anything turns up.” <S> Good news for the recruiter: <S> He will eventually find a new job for me and cash in. <S> Telling my manager isn’t going to help. <S> If my manager asks me why I’m leaving, guess who’s offers I’m not even looking at. <S> Or I might get fired. <S> Then I need a job and call every recruiter I know. <S> Either way his chances of getting money through me have now dropped considerably. <A> He demonstrated professionalism and "care" by actually following up, and every now and then, "investigating" if I am happy or would like to move on to something else. <S> It is been a while I did not hear from him though while still employed. <S> His sole motivation is to place candidates in positions so that he can get paid. <S> That means that a recruiter will "visit the well" many, many times. <S> Their best source of candidates are those very people that they've previously placed into positions. <S> He's reaching out to you in the sole interest of trying to place you in a position that he currently has empty so that he can earn his commission. <S> If you tell him that you're happy and satisfied then he'll simply move on to the next person in his contact list. <S> He is most certainly not looking out for your best interests. <S> This is not to say that any of this is negative. <S> This is the recruiters job. <S> It's not in his best interests to inform your manager that you're looking for a job. <S> That would put his relationship with you at risk... and he wants to maintain a relationship with you in the long term in the hopes that he can place you into future available positions... so that he can get paid. <S> If you like this recruiter and if you like the way they conducted themselves previously, then by all means use them again.
| This is not going to happen, because: Before the switch : It is not in the recruiter's interest to inform your manager, as a recruiter earns commission when you get the job via them.
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Can I use a (rejected) offer to negotiate a better salary at my current job? I recently interviewed at a large tech company and was given a very nice offer; more than 3x what I currently make. The only downside and potential deal-breaker for me is that it would require relocation, which is next to impossible due to a unique personal situation I am in. I ended up turning the offer down a few months ago. I love working at my current employer and am very excited about the work I do there, so I'm quite content with my current situation. However I can't help wondering if there's a way I could use the offer to my advantage at my current job? If I were to attempt to negotiate a raise, would that be something appropriate to bring up? <Q> I ended up turning the offer down a few months ago. <S> You are late for negotiations, and don't have anything to walk away to. <S> more than 3x <S> what I currently make <S> That could be due to higher cost of living etc in the new city/country, so fix upon some expected salary first. <S> Is 2x good enough? <S> 30%? <S> anything over x? <S> Is it available in your current location for your experience and work? <S> etc. <S> I'm quite content with my current situation. <S> Any offhanded technique will end up burning bridges, so don't use them here, as it will disturb the balance you want in life (location, contentment). <S> If I were to attempt to negotiate a raise, would that be something appropriate to bring up? <S> Try not to put it across as a negotiation. <S> What happens in the case when employer declines? <S> What happens in case employer thinks you are looking to leave? <S> This could hurt career progression. <S> Use the word "discussion" instead. <S> if there's a way I could use the offer to my advantage at my current job? <S> Yes. <S> Discuss, not negotiate. <S> You should here want them to bump your offer out of goodwill, not pressure tactics. <S> Avoid hard stances of any kind. <S> Keep your expectations simple here. <S> Talk to your manager, and let him know of facts: <S> Focus on the good things about the job: 1. <S> Contentment 2. <S> Feel motivated 3. <S> Like the work etc <S> Then, upon: 4. <S> Location 5. <S> Loyalty to the company 6. <S> Feeling undervalued Finally, check if there is something they could do for you. <S> A good manager will not want to lose the goodwill of a good employee, but everyone has their constraints. <A> It isn't uncommon to terminate an employee who tries using an offer to get a raise. <S> For one thing, quite often an employee who's dissatisfied enough to go all the way through the interview process that they get an offer is going to leave sooner than later. <S> In your case, about the best you can do is explain that you have "researched" the market rate for your services and you believe a raise is in order. <S> There are MANY answers to "How do I asked for a raise?" <A> Usually people have a job offer in hand <S> and they go up to their boss and say, <S> Hey look, I need a raise to X amount. <S> The boss will say something like, <S> Hey look, we can't give you that. <S> You can try other places but I don't think you will do better. <S> Then you say, Hey look, I actually did. <S> I turn in my two weeks, see you later. <S> Then the boss will say, <S> Hey look, I better notify HR that this dude just turned in his notice and to post a job so we can find his replacement. <S> If you go to said boss with a rejected offer and try to make him foolish looking, it might work to some degree. <S> He might give you the raise for the time being and appear very glad that you're staying. <S> Reality is that might not be the case always.
| If you attempt to manipulate a current employer with an outstanding offer (your old offer isn't an outstanding offer), you can find yourself unemployed. Do not use the word "negotiation".
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Asked about working overtime in startup interview, no overtime pay or equity? I'm currently in the interview process to work at a mid-size startup which has been operating for 4 years and with 50-100 employees. One of the questions they asked me in the interview was along the lines of 'we sometimes have to work long hours / overtime, is that ok?' I agreed that it was a bit of a fact of life that sometimes overtime is required and that I'm happy to put the effort in. I was a bit puzzled to hear however that they do not pay overtime. Since the salary offer is without equity, I feel a bit deflated that they're already essentially asking me to work unpaid overtime before I've even begun. I come from a large company where overtime pay is expected and thought it was the norm everywhere (within UK). Am I being unrealistic? <Q> I'd tell them: "That's OK, assuming that it's indeed sometimes and not most of the time , and that the company is also OK with me sometimes having to come late or leave early, on both sides within reasonable limits". <S> These are the points I'm trying to illustrate: <S> Any company can sometimes find itself in a situation where some overtime is needed; but if that situation happens most of the time, that's a sign of a problem - bad planning or something. <S> Expecting anything else is not realistic. <S> I'm not a charity, and extra work needs to be paid in some way. <S> If it's not directly paid in money, it can be paid in like kind and quantity, understanding for understanding - the company can show understanding when I have a personal situation and need to work less. <S> If they want the relationship to be one-sided - if they want me to do extra work and this is not recompensed in any way - it must be made clear to them that I will not allow this. <A> I've recently worked for two startups, my previous around 65 employees, my current around 10. <S> I was asked this in both interviews and it's even in my contract for both companies: <S> conform to such hours of work as may from time to time be reasonably required of him on the understanding that the performance of his duties may require the Employee to work outside the Company’s normal business hours of 9.00 am to 5.00 pm. <S> There is no entitlement to be paid extra remuneration for any additional hours worked in excess of basic weekly hours, as this obligation has already been taken into consideration by the Company in determining salary levels; <S> The key part of this clause is "reasonably required". <S> I work extra hours, log on weekends and holidays etc. <S> when something goes wrong. <S> My salary takes this into consideration that I will do this, but it's usually shared about in the team, depending on who is actually available. <S> It's also worth noting that, although they don't say it (because then they'd be obliged) if you're the person who stays late, offers to log on when there is a crisis etc. <S> You're going to get a good bonus. <S> They're likely to be more flexible with holidays. <S> They are going to be ok with you clocking off early to catch a train, or see your daughters play. <S> I can't say that this is the case in every company, some will take the piss, but if you think there is a good atmosphere in the office and like the company, it's unlikely you'll get one of the bad ones. <S> p.s. <S> Also UK (London) <A> I feel a bit deflated that they're already essentially asking me to work unpaid overtime before I've even begun. <S> Go with that feeling. <S> I'd have clarified at the time to make sure they're talking about unpaid overtime. <S> But not getting extra if you're on a salary is normal. <A> I come from a large company where overtime pay is expected and thought it was the norm everywhere (within UK). <S> Am I being unrealistic? <S> No you are not being unrealistic. <S> The only legitimate reason for having to work overtime is an emergency. <S> Anything else is poor management of time/planning on the part of management and/or the employee. <S> It is understood that real emergencies happen and people need to work extra to address it. <S> The fact that they ask you about it in the interview indicates to me that overtime is a common occurrence at this company, which should never be the case. <S> I would look elsewhere for employment. <A> If I were in your shoes and they wanted that from me, if I wanted to accept I would still ask for toil time. <S> This is where in return for your overtime hours, you get a few hours off to recuperate as necessary. <S> Managers will typically have an easier time giving you time off than overpay, and as such overtime is typically used in an emergency situation, it makes sense that they won't want you to burn out.
| Employees can work overtime sometimes, but if you have them do it all the time, they will burn out and then even a normal amount of work will not be possible for a while, until they rest and recover.
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What to include and what to avoid in my resume and letter, when applying for a software development company? I have worked all my life, starting at 14 years old as data entry. I'm now 36. In my life I've done plenty of stuff: Owned and manned a comic book store Developed industrial control systems Start a moderately successful youtube channel Electronics and microcontroller development Consultant for companies in matters of IT and Networking but my only "real job" (as an actual employee for a company) experience is as a software developer at one company for the past 4 years where I've worked with: .NET WinForms NodeJS and Vue Python and Keras+Tensorflow I'm not sure what to include in my resume. If I include it all I think it may come off as "jack of all trades, master of none". But if I include very little, I may appear as another run-off-the-mill developer with no special qualities. In my resume I only included the relevant software development, barely mentioning the industrial control and embedded stuff, and completely left out the "owning a store" part. I tried to go more into detail in the cover letter, this time including most of my skills. But the letter is already two pages long and I'm not sure a HR manager is going to bother going through all of it. What parts should I leave out? Should I go and include everything in my resume? Should I customize the resume for the position I'm looking for and leave out the irrelevant details? <Q> What parts should I leave out? <S> Should I go and include everything in my resume? <S> In addition to your most recent software development work, I'd include Developed industrial control systems, Electronics and microcontroller development, Consultant for companies in matters of IT and Networking. <S> Everything else seems rather irrelevant for the jobs you are seeking. <S> Should I customize the resume for the position I'm looking for and leave out the irrelevant details? <S> You should always customize your resume. <A> This is the most easily answered question you asked: <S> Should I customize the resume for the position I'm looking for and leave out the irrelevant details? <S> you should do that. <S> In effect, that dictates the answers to the rest of your questions. <S> While we can speak in generalities for your targeted profession of software development, there's still a ton of variation in terms of corporate culture, specific skill sets, team makeup, and so on - the more you can learn about those things ahead of time, and tailor your resume to fit - the better off <S> you will be. <S> So - do as much research as you can on the positions you're interested in, and the employers you're interested in. <S> Answer the question yourself based on the research you have done. <S> Besides the obvious research of reading the job advert you're responding to, consider the following: <S> Look at the company website. <S> Sometimes there are good clues about culture. <S> Sometimes, their hiring web page will even make statements about the culture. <S> Or there will be bios on the leadership (learning about their background can be a good hint). <S> Look for current employees on LinkedIn, doing the type of work you want to do. <S> Read through their profiles. <S> This tells you something about the kind of person the company is hiring for those jobs. <S> Look at "review" sites like glassdoor. <S> Although you want to take such information with a grain of salt (since you're sometimes getting one side of the story, from an unhappy individual), you can sometimes glean important information about the working environment and company culture that way. <S> Consider the overall industry the company is in, and how your background might fit (or not). <S> If you're applying for a software company that does video game development, your comic book store might be a very important element of your resume (it shows you can understand and serve a specific targeted culture). <S> If you're applying to write software for a company that does operations and maintenance systems, your industrial controls experience is probably much more relevant. <A> You mentioned quite a few things from your career past which might be relevant one way or another to the job you are applying as well as to be considered for your future growth in the company. <S> I wonder if you can include more information about your previous experience by listing what were your achievements. <S> For example in your description of the current job you take 3 lines to list technologies that you've been using at your current position. <S> While this is very helpful for the HR bot hiring manager might completely dismiss it b/c <S> there is not much said about what you actually done. <S> I would restructure that would show what have you actually done (let's say "used a machine learning to analyze the data and present it to the users of our web application" and then in parenthesis you might specify what technology you used for that). <S> Definitely would mention electronics, microcontrollers and industrial control systems. <S> Same applies to other experience: you owned a comic store? <S> Was there something how would demonstrate your leadership/communication skills (in a good light)? <S> Yes? <S> Then write about your achievements there. <S> Have a successful youtube channel? <S> Can it demonstrate that you are able to find something that would be interesting to the people? <S> Probably should list it (might be cautious if it is related to politics though). <S> Can it demonstrate that you can do something in a creative way (like those channels related to DIY, modelling, electronics,etc.)? <S> Mention it! <S> Bonus point if it is related to software development. <S> Keep in mind that your resume is your own ad. <S> You shouldn't lie in it (it would be uncovered quite fast) <S> but you definitely should show the best part of you.
| Emphasize the items that you feel will be of most interest to your potential employer. The answer is Yes!
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What to do when workplace smells strongly of marijuana and management hasn't done anything to mitigate? I work in a decent company with good people in California (marijuana is legal). In one of the office buildings we rent, there are two marijuana-related companies. One of them is right next door to us and the smell goes through the shared roof space (where the ductwork and electrical is routed) and enters our office. Disclaimer: My company is not the other marijuana-related company :P I don't know what the legal aspects of this are, but management has been notified and hasn't done anything about it over the course of my tenure here (appx 1 yr). They work in a different building where the smell doesn't reach. It really reeks of marijuana every day at work and I'm concerned about the health consequences it might have (there are two papers published so far (that I'm aware of) mechanistically linking first-hand exposure to psychosis and schizophrenia, among other things, but not the place to discuss that here). What can be done to convince management to contact the building managers and properly separate the shared roof space (or whatever else might be the problem)? Is it legal for the company to produce this smell that bothers other tenants in a commercial property? Is my company responsible for any mitigation? Is the landlord responsible? EDIT - The company next door does extractions from the marijuana plant. I'm not sure if the smell contains CBD or THC. If I were to venture a guess, I would say yes because the smell has different tinges to it day-to-day depending on what they are extracting with. ie it can be coffee+marijuana smell one morning and chocolatey marijuana the next. No joke, we've had a cocoa-puffs+marijuana smell once too. If that stuff is getting out then I'm pretty sure that their extraction process is not scrubbing air properly. <Q> It really reeks of marijuana every day at work <S> and I'm concerned about the health consequences it might have <S> It's important to differentiate between the smoke and the natural smell of the plant . <S> The smoke is the one that has the "high" effect, and also the one that contains the chemicals known to produce such high (CBD, THC, whatever else it has). <S> Now, the natural smell of the plant is harmless. <S> It's like, say, the smell of a rose or lavender. <S> It's because the aromatic chemicals the plant (and any thing in general) <S> has, that stimulate the nose and produce the smell. <S> But they don't contain THC nor CBD (that is, you can't get high by smelling the plant without burning). <S> Another example would be tobacco. <S> Raw tobacco has a particular smell (also harmless), but burnt tobacco has quite a different one (and is in fact where the harmful chemicals are released). <S> So. <S> If it is smoke, and they are smoking on the office next door, then that would be a valid complaint, as I am sure smoking inside building is not allowed in most countries I know, even less in office buildings. <S> But if it's just the "natural" smell of the raw plant then that is harmless and perhaps not a valid point for a complaint. <S> If that is the case, consider getting a diffuser scent machine or similar (like those applied in bathrooms) to counteract the smell of the plant. <S> Another thing is that, perhaps, this is not the right office building for your company to be, and you could do better somewhere else (perhaps an office building focused on tech, or whatever your field is). <S> This, however, may be something that is out of your hands to achieve. <A> Unless the offices next to your office are "hot-boxing" their offices, I can nearly guarantee that you are not getting any contact with THC or CBD. <S> These chemicals are only present in the air when the plant material is heated to the point of where THC becomes THC-A (activated THC that gives the effects) or if concentrations are heated to the point of vaporization. <S> However, I can totally understand disliking the smell as it can be extremely pungent. <S> I would suggest bringing it up to management along with any of the other resources provided by the other answers on this post (laws/regulations they may be breaking). <S> Make sure your concerns are well-founded and well-researched. <S> If you went in and incorrectly stated you were getting THC and CBD from the smells, they might discredit the rest of what you have to say. <S> Whether that's adding increased air filtering in the AC system, creating more of a physical barrier in that shared roof space, or some other type of filtration. <A> This happened to me at a facility I worked for concerning Vaping of staff and visitors who came in the building. <S> The problem was that the management smoked them too. <S> I went to HR stating that vaping, just like smoking indoors should be considered the same type of violation. <S> I also stated that I personally should not be subject with these chemicals swarming around everywhere not only for unknown hazards as Vaping is not long studied, but also the fact that the different flavors of the vape juice gave me bad migraines. <S> Both of the above reasons should make the action of vaping indoors illegal if only for the health concerns of the non vaping individuals. <S> My HR was smart and saw potential legal problems if they didn’t put a stop to vaping inside <S> so it was banned from the offices. <S> I would assume you could go above management as well and bring it up in a similar way about marijuana.
| There should absolutely be some sort of way to filter the smell out at least somewhat. Anyways, if this is bothering you and your coworkers I say it's ok if you tell your manager about this and ask them what can be done in this situation.
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Should I use another company as a playground before interviewing with my first pick? It's been 4 years since my first and only job interview and now it's time to move on and advance my career to the next stage. For this, I plan to interview for a big company. If that fails, I have a list of other places where I can try. To sum up, a priority list. I'm taking my time to do my research, to prepare myself to pump my chances up and, I was wondering if part of this preparation process could be to navigate through one or more interviews at the other companies. So, my question is: should I go directly to interview with my #1 pick or test myself beforehand with the others? If you could help me, I'm trying to identify the pros and cons of each approach. I don't pretend to waste anybody's time . PS: this is my first question so, please feel free to ask for clarification. For example, I'm a software developer located in South America and the company I aim for is a 100+ countries multinational. Edit : I don't think this is a duplicate question because the other question is addressed from a more ethical perspective. Mine it's more about having your interviewing skills rusted so, instead of going directly to your first pick, go to the 2nd and 3rd to practice BUT, if the offer is good enough you will take it. I believe that this duplicated mark along with all the answers gave me a better understanding of my own situation. Thanks a lot! <Q> If you are really considering other companies you definitely should try with one or two of them. <S> Pros: for the past 4 years your interview skills got rusty. <S> You need to get back at how do you present yourself, how would you deal with HR-related questions, adjust your resume, how would you deal with the random "write me code on the board" questions, stupid "technology" quiz questions (like in .net <S> that question of what is the difference between string and StringBuilder), <S> what technologies or techniques that are relevant now and you lack knowledge so you can study and practice those, etc. <S> Cons: if you decline the offer for one of the "playground" companies and then find out that your dream company cannot offer you the same as the companies you declined (could be not only money, benefits, vacation but also interesting projects, opportunities to grow professionally, etc) <S> you might be quite disappointed and it would get under your skin for a long time. <S> However if you accept the offer you might be always wonder what would happen if you got hired in the #1 company. <A> I don't pretend to waste anybody's time. <S> If this is true, then don't interview with companies just for practice. <S> If you are doing this, you ARE wasting their time. <S> How would you like it if you applied to a company who was only conducting interviews as practice for their interviewers? <S> If you feel that you need to practice your interviewing skills, you can ask friends/family to conduct mock interviews or reach out to organizations that provide this type of service ( some for free ). <A> Interviewing, like everything else, gets better with experience. <S> You need to dust off the cobwebs. <S> Interview with a company or two before hitting the serious one. <S> Why not? <S> It's an hour out of your time and theirs. <S> Worst case <S> , it's not a fit for either of you, but they get to check you off of the list <S> and you get experience. <S> Best case, maybe it's awesome <S> and you get a job with them. <S> By your 3rd interview in a few weeks, you will be a pro at it. <S> You'll get over the nervousness and you'll have a better understanding of what they actually want to know, versus what you think you should say. <S> It will make for a more productive interview for both parties. <S> Most companies are required to interview at least 3 people for any job, and despite the delusions of the Internet, many hiring personnel already know the winning candidate ahead of time. <S> They are simply doing extra interviews for CYA reasons. <S> So remember that employers definitely play this game as well. <S> It's part and parcel of doing business. <S> Do the interviews, but keep an open mind with the company and ask them really legit questions about their company so that you can get an honest assessment. <A> If you want practice interviewing, or you want to hone your interview skills, you should seek out appropriate channels. <S> It may seem like you're "only" wasting an hour of their time, but in a highly competitive job market, wasting an interview slot can easily cost a company in terms of missing out on a great candidate. <S> Plus, consider the opposite situation - how would you like it if you showed up at your dream employer to interview, and they turned you down - then, later, you found out that they only called you in to give the hiring manager practice interviewing candidates? <S> But, you may not care about wasting someone else's time, and that's really your decision to make. <S> However, even if you don't care about wasting people's time, using other employers as practice may not be effective. <S> Mainly because you are unlikely to get specific, actionable feedback. <S> If you "flunk" a practice interview, you are unlikely to get any details on why, or any feedback on how to improve: employers generally don't go into these details because there's no real benefit for them, and being detailed can put them at risk (if the candidate perceives their details as discriminatory, for instance). <S> So, if what you're really after is high quality interview practice <S> you may be better off utilizing other resources. <S> Many (quality) third party recruiters are willing to do mock interviews, or at least to have a conversation with you and point out specific feedback. <S> Similarly, many university careers offices will do mock interviews and provide feedback - even if you have been out of school for some time, most university careers offices provide a "lifetime" of support in this manner. <S> And if you have friends or colleagues you trust, you can always use them as well - professional mentors can be a great source of actionable feedback on improving interview techniques. <A> You don't need to disclose your full intent when interviewing with a company. <S> Yes, go ahead and start interviewing. <S> Get some real-life practice on "lower-hanging-fruit" if you have the time. <S> Then when you're confident go for the high-stakes aspirational choices. <S> Nor should you feel at all bad about it. <S> Big companies especially have a overwhelming advantage over candidates in terms of power and choice. <S> You have to watch out for your interests and your career, and not employers which you don't even work for yet. <S> Moreover, keep in mind that by interviewing with and then rejecting lower tier employers, you are also giving the potential employers a way to gauge their offers against the pool of candidates out there. <S> That's actually valuable and NOT at all a waste of their time.
| Once you feel you that are prepared, apply to all of the companies on your list, attend as many interviews as you can, and if you receive multiple offers select what you feel is best for you. Interviewing with a company for whom you have no intention of working is a waste of resources.
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Is it appropriate to send an employer a LinkedIn request after a job interview? I had recently had a phone interview with the head of a company. Some hours later, I noticed this person had checked my LinkedIn profile several hours ago, prior to the interview. With only an intention to thank the person for an interview, I sent a small thank you note as part of a LinkedIn connection request.However, I soon realized that doing something like this may have been inappropriate, as stated on this page : That line definitely gets crossed when a candidate sends a request to their interviewer before or immediately after an interview to connect on LinkedIn. If you get the job by all means connect, but until then it can make you seem presumptuous as you are implying a level of familiarity that doesn’t exist. What would be the best course of action to minimize misunderstanding? This person doesn't have a publicly-available email address. <Q> What would be the best course of action to minimize misunderstanding? <S> You sent an honest thank you note, so there is few room for misunderstanding and this person will get that you wanted to thank them for the interview. <S> I don't know the level of authority that page you linked has, but I wouldn't take it as the absolute truth. <S> In a way I feel you are overthinking this one; in any case, what you did wasn't that critical or inappropriate. <S> You already sent the request; your move was made. <S> It's up to the interviewer to decide if they accept your request or not. <S> Anyways, they can and will see the note you sent with it, which was your main goal. <S> I suggest you move one with your job-hunting process, <S> if you performed well most likely they will call you back. <S> If a candidate is a good fit, the fact they sent me a "premature" LinkedIn request would not affect my decision about hiring this person. <A> Viewing profiles on LinkedIn is one way that interviewers, and interviewees, learn about each other as part of the interview process. <S> My personal practice is to make a connection request to anyone at a potential employer who looks at my profile. <S> What I don't do is run around looking for other people who work there. <S> My rationale is they looked me over, and now I'd like to look them over. <S> One thing about LinkedIn is that it isn't as "social" of a social network as Facebook and other platforms. <S> So long as you have a legitimate business reason to contact someone -- and interviewing and learning about candidates and employers is part of the process of doing business -- you should be safe. <S> Don't do anything via LinkedIn you wouldn't do in person. <A> I agree that it's important to respect professional boundaries but the whole point of LinkedIn is to maintain and nurture professional connections. <S> Even if they decide you're not the best fit for this position, there are perfectly legitimate reasons why it could be mutually beneficial to maintain a relationship. <S> Sending the request was perfectly fine. <S> What you should avoid is continually sending them messages or commenting on all their posts. <S> This would come off as desperate and borderline harassment. <S> You sent the request with the thank you note and now the ball is in their court. <S> Good luck!
| You met the person in a professional setting (a job interview) and are now offering them a chance to stay connected.
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Manager is demanding everyone's email passwords - how to proceed? My manager told all of us today (~10 person team) to make a paper list of our work email passwords for him. Someone else told him he can get it from IT, and he said IT wouldn't let him have them. How should I/we proceed with this? <Q> (Knee-jerk reaction) <S> Get this request in writing, and forward it to your company's IT information security group. <S> If IT won't let them have it then <S> neither should you. <S> I've never worked for any company of decent size that allowed this, most if not all of them have annual training that covers this, and per that training password sharing is a major breach. <A> This seems very out of the ordinary. <S> Why does your manager want your email password? <S> If he doesn't have a good reason, this can be an example of toxic micromanagement, where your manager wants to snoop into every little thing you're doing, and that's bad. <S> Another reason why you shouldn't give him your password is because, in the event something goes horribly wrong at your job and you find yourself in need of legal assistance, most of the documentation your lawyer will need will probably be in your work email, which your boss (likely the defendant, or at least a defendant, in any such situation) now has the ability to go in and delete without your permission. <S> DO <S> NOT give your boss your email password. <S> Or, if your boss won't take no for an answer, give him your email password and immediately stop using your work email for anything of even any remote importance, and then start looking for a new job. <S> This sort of micromanagement is not healthy and can be dangerous. <S> EDIT: <S> Just noticed that the boss already went to IT <S> and IT said they won't let him have your passwords. <S> It's possible your company has some sort of internal measures of what to do in case a manager tries to go around company protocols in this way. <A> NEVER give passwords out. <S> People who need to see password protected information won't need your password to do it, and if they can't get that clearance, then you shouldn't give the information out. <S> If you deliberately give or reveal your password to your manager (to anything, not just email), then you're as guilty as he is if that information is misused; in extreme cases, you could both be fired. <S> In this case, because the IT department has said no, you should also say no, and redirect him to the IT department if he keeps pressing. <A> There are dangers to this that haven't been fully addressed by the other, admittedly mostly very good, answers. <S> 1) Shared passwords with other (non-work) accounts <S> - We all know we shouldn't do this but the reality is the majority of us do. <S> If you have shared your password for this account with other accounts (say, your personal email account), your manager now has that password too. <S> 2) <S> There is NO legitimate reason for this. <S> At all. <S> If he wanted to audit your stuff, there are ways to do that without giving him your password. <S> Same for sending stuff on your behalf. <S> Same for just about any administrative/managerial task you can think of. <S> 3) <S> You are responsible for anything done while logged into your account. <S> This can include legal if the boss decides to use your account for illegal activity. <S> The legitimate way to go about the items in #2 leave forensically traceable logs pointing back to him. <S> Logging in as you does not. <S> 4) <S> There can only be a BAD reason for this. <S> The fact that he has gone to IT, got rejected and is trying to bypass them speaks volumes to the fact that your boss should not have the power he is asking for (see number 3). <S> Contact IT and HR immediately. <A> If you have the right relationship with your boss, first step is to explain why this is such an awful, terrible, no-good, very bad idea. <S> Whatever he thinks he wants to solve with this can very likely be done more securely or is more nefarious than what he should be doing. <S> I'll also parrot that getting these requests in writing and working with your IT, compliance and/or HR departments to make the case should be considered. <S> This is a red flag on your boss. <S> It may be for the best of intentions, perhaps coverage in case someone is out or other innocuous reasons. <S> Even that is a terrible idea if you work in any industry that gets audited. <S> He's demanding that his team loses accountability and placing security information in a place where attackers have easier access. <S> This demonstrates both a lack of understanding of the climate of security and a lack of problem-solving and interaction by your boss. <S> Coverage, for example, could be simply done with shared inboxes/distros or a host of other collaboration tools. <S> From there, the story just gets worse. <S> He may be wanting to audit all of your interactions or maybe even use your accounts to do things you would not want to be blamed for.
| You should immediately go to IT yourself and let them know your manager is putting pressure on you to give him your passwords directly to go around IT, and see what they say. Do not - under any circumstances - give out your password
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I see online Job offers that require a degree, I have work experience in the related job field but no degree. Should I apply or its a waste of time? I have 3 years of working experience as a mainframe developer (COBOL, CICS, etc). But just started studying at University this year... So no degree nor near to get it yet. Should I apply for those job offers that require a degree or its just a waste of time for me and recruiters? are they actually that rigorous about it? Thanks. <Q> It's worth applying. <S> The worst that can happen is they don't look at your CV, but without applying you definitely won't get the job. <S> Companies may put the degree requirement as a marker of "We expect you to be qualified to do X". <S> Industry experience in the required area may be close enough for the job in question, that is up to the recruiter. <S> Give yourself a chance to get in the door. <A> Yes I've been in software development for nearly 25 years, I left university (without a degree) as I got offered a graduate level job. <S> I now have a senior leadership role in a blue chip. <S> Every job (contract and full time) that I applied to (and was recruited by) specified a degree in computing. <S> You have nothing to lose, especially on an area like mainframe where people are retiring and skills are being lost. <A> If they want someone with COBOL, then apply - if they think you have what they want they will make exceptions... <S> And if you are good in COBOL and that is what they need <S> you're at the top of the list, so apply. <S> Compared to a freshly graduated degree holder who may or may not have heard of COBOL you have useful experience. <A> I’m currently looking for a job <S> and I do not have a degree. <S> I’ve asked a recruiter to help me find a job. <S> According to him, he introduced me at a few places, which said the degree is a requirement, but I got an interview at some other places that had vacancies out asking for degrees. <S> Will applying be a waste of time? <S> Not always <S> and you cannot know until you applied. <S> So just apply. <A> I'm surprised "or equivalent experience" isn't being used in the job posting, but the usual implication of "degree required" is that if you can demonstrate a significant amount of actual, and verifiable, work experience a degree isn't actually required. <S> Will you be at a disadvantage? <S> Yes. <S> You have 3 years of total learning and doing. <S> A person with a degree and 3 years of experience has 4 or so years of learning, and 3 years of more learning and doing. <S> Will you stay, forever, at a disadvantage? <S> No. <S> But you will be at a disadvantage for a while.
| After getting experience, and working on both contract and full time, my lack of degree has been a question maybe 3 times, and an issue once (an employer who approached me, then decided they only hired people with degrees).
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Did my colleague use a racial slur, or is this use of the word acceptable? I heard a conversation near me at work where a manager told her colleague that one of the female colleagues have chinky eyes. The manager, the colleague and the female colleague are all not Asian. I was taken aback but didn't say anything. Was this remark offensive and prohibited language in a workplace setting? For those who are not familiar, "Chink" is an English-language ethnic slur usually referring to a person of Chinese ethnicity. For reference, this is in the United States. Thanks to everyone for your answers and comments -- there's a lot to think about, but overall, I view the situation as benign rather than a malicious attack. We're also sort of a startup tech firm that comprises a close-knit work community, so I can't really afford to blow the whistle or call people out to HR (we don't have much HR structure, to be honest ...). <Q> That is absolutely, insanely, over the top unacceptable. <S> Every HR training manual in existence would tell you to ask the person to stop, if you can do so safely, and report them to HR if you can’t, or if they continue. <A> At work, I’d be quick to reprimand such a comment and very quick to let someone go if the behavior continued. <S> Bigotry and total disregard for the feelings of another are unacceptable traits in any professional environment. <A> In my opinion, people make hasty decisions to go straight to HR or straight to the lawyers. <S> It was maybe not the best word choice, depending on intent (which we cannot know), but start by privately confronting the offender. <S> We should be careful in situations like this since you overheard a private conversation. <S> Maybe it was accidental or had neutral intentions. <S> We have all done and said something stupid in our lives. <S> I don't think HR should be the first step in this situation. <S> Tell them you overheard that <S> and you don't appreciate it and move on with your life. <A> While the term 'chink' DOES have a definition suitable for everyday conversation (e.g: a chink in the armour), your co-worker was most certainly using it in a racist/xenophobic context. <S> Many xenophobes with a hatred towards the Chinese will make references to their eyes and how it may differ to the eye shapes of people from other parts of the world. <S> This is infact where the slur originates from.
| Such a comment is offensive in any setting.
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