weekend free-for-all – June 20-21, 2015

2 of 3 foster kittens

2 of 3 foster kittens

This comment section is open for any non-work-related discussion you’d like to have with other readers, by popular demand. (This one is truly no work and no school. If you have a work question, you can email it to me or post it in the work-related open thread on Fridays.)

Book Recommendation of the Week: The Children’s Crusade, by Ann Packer. If you’re into perfectly paced, messy family dramas (and you should be), this is for you.

* I make a commission if you use that Amazon link.

should I hire a coworker’s fiancé to work on my car, using a work email address to apply for jobs, and more

It’s five answers to five questions. Here we go…

1. Should I hire a coworker’s fiancé to work on my car?

I have a question about having a business transaction with a coworker. My car needs some body work done to it and I had mentioned it to her in casual conversation. She mentioned that her fiancée did car bodies and I asked her if she thought she knew how much it would cost.

She took a few pictures and came back the next day saying her fiancé was coming to look at the car. He looked at it and said that he could fix it for $—, which is about half the normal cost of the work being done. (Although my insurance would cover this, I would rather not go through insurance for premium reasons.)

Do you think it would be a good idea to do something like this? While I would pay up front so there’d be no issue with the money, I simply would rather take caution before engaging in a business transaction with a coworker. We do have a strong rapport with each other currently and while I don’t foresee any problems on either end, if something does go wrong on either side, it’ll be mighty unpleasant since neither of us plan to leave this company any time soon.

Yeah, that’s always the risk with something like this. If it goes awry — you’re unhappy with the work, there’s some kind of dispute, it develops an issue right after he works on it and you think he’s responsible but he says he’s not, or whatever — will it impact your relationship with your coworker? It’s really just a risk management question — how high or low of a risk do you think that situation is, and are you willing to risk it in order to get the lower price? I can’t answer that for you; it’s really about your own personal tolerance for risk, as well as how skilled and trustworthy this guy seemed to you.

2. Using your work email address to apply for jobs

I am taking applications for a department head position. I just got an email from someone who is obviously sending their application from their work email. Do you think I should suggest to them that they switch over to a non-work email address, or just ignore where it is coming from and communicate to them about the position and additional forms they need to complete things via that email they are using?

I personally find it distasteful and bad form to use a work email to search for jobs, as there are so many websites that allow you to get free email addresses, but should I worry about it?

Yes, it’s incredibly poor form. First, they’re using company resources (and maybe company time, depending on when they sent it) to apply for jobs. Second, it’s dumb, since work email isn’t private. Third, it’s also dumb because they could be laid off tomorrow and lose access to that account and any replies from employers sent there.

I wouldn’t email them and tell them to switch to a different account; that’s not your call, it’s theirs. If they’re otherwise a very strong candidate, I’d continue in the process with them and at some point ask, “I noticed you applied from your work email account. Am I right in thinking that that indicates that your employer knows you’re looking?”

3. Did my coworker have a conflict of interest in this hiring process?

A staff member at my office posted a position. This same person wrote the job ad and would see the resumes and answer questions about the job.

I applied for the position as an internal applicant. The staff member told other employees I applied and then applied for the position after I did. Is that even allowed?

After she applied, they extended the posting date and changed the contact person, since she applied.

We were both interviewed, and since she worked at the job longer, she was hired over me. What actions can I take if any?

Well, none, really. None of this was illegal. She did pull a bit of a Dick Cheney in deciding she wanted the job she was hiring for, but that’s not outrageous. It sounds like once she decided to apply, someone else took over the search and presumably she didn’t decide to hire herself; someone else made that decision.

I think you’re seeing a conflict of interest because she was involved in the process, but this isn’t terribly unusual.

The one thing potentially wrong I see is that she shared with others that you had applied. If she shared this with people who didn’t need to know (like others involved in the hiring process, or your current manager), she was out of line and you could request that someone talk to her about confidentiality. But that’s an internal management issue, not a legal thing.

4. How do I tell my references that I changed my mind about grad school?

I applied to, and was recently accepted for, a competitive graduate school program for matriculation in the fall of 2015. (I graduated undergrad last spring.) The program is primarily competitive due to its great financial aid packages in a field with relatively low pay. However, I’ve recently decided that I don’t want to attend that program or, in fact, any program in that field. I registered for an evening course in the program which started around the same time my application was due, thinking that if I was accepted I could apply that credit to my degree. However, after taking the class, I have realized that this field is not right for me. To be frank, I hated the class, and was thoroughly unimpressed by my classmates and the school’s admissions department. This seems like a terrible place for me to spend two years, as I grew to dread attending class and dealing with poorly designed coursework and my incompetent classmates. The issues I have seem to not just be limited to the school but rather the field – academic papers we were assigned to read were often misspelled or illogically organized with a poor understanding of statistics.

How do I convey my 180 degree switch to my references, who were so helpful and supportive throughout the application process? I still keep in touch with them, and don’t want to have wasted their time. I only applied to this one program at the time due to financial reasons – it would be economically unfeasible to attend any of the other similar programs at other universities in my city as their tuition is much higher, and compensation is very low in this field. But now this experience has soured me not only on the program but on the whole field. How do I tell them, “Whoops, sorry, I actually don’t want to be in this field anymore despite my acceptance to this program” politely? And should I still ask them for references in the future for different programs or jobs, or would that be placing too much of a burden on them?

People understand that this kind of thing happens. If anything, they’ll be happy for you that you figured it out before spending two years in a program that wasn’t right for you. Tell them what you realized and why, and tell them how much you appreciated the help they gave you in the process.

I might be wary of asking them for recommendations to another graduate program in the near future (writing those letters can be time-consuming and you risk them wondering if you’re sure this time), unless you’re very close with them / know that you have a lot of capital with them / they’re encouraging of you in the new field. (And of course, make sure you really need grad school if you try going that route again.) But I definitely wouldn’t worry about using them as job references.

5. Can I ask a board member of my current employer to talk to me about grad school?

I’ve been working as an admin at a small nonprofit for less than a year. I would like to eventually work in public policy or academia, but in the same field. One of our board members is a professor emeritus at a graduate program that I would love to attend. We have a good relationship, and she has complimented me on my work more than once. Is it appropriate to ask her for coffee to get more information about this particular graduate program and the larger field? I don’t want this to seem like a conflict of interest, as I would most likely leave this organization if I attended graduate school.

It’s fine as long as you wouldn’t mind if your boss knew about it. You don’t want to put her in an awkward position where she has information about your likely tenure in the job that your manager doesn’t have — she’s part of the organization’s leadership and might feel obligated to share that information.

That said, if you could frame it as “this is something I’m thinking about for the future, but not immediately,” that’s going to be less of a concern than if it’s “I’m thinking about applying soon.”

4 updates from past letter-writers

Here are four updates from people who had their questions answered here recently.

1. My assistant let us believe she has a key certification that she doesn’t actually have

Since I wrote, my boss at the time (Old Boss) announced her retirement (and has since retired) and a new person (New Boss) was hired. During the transition process, New Boss was asking about my employees, strengths, weaknesses, etc., and this incident came up along with previous issues. He, like most everyone else, felt this was grounds for dismissal and pushed HR on the matter. HR in turn consulted our corporate attorney, who said that while we would have a case for dismissal, she could sue saying that she never said this on her application or resume, therefore she could claim she was hired based on what was on those documents. The lawyer said that technically, she’s right and could win a lawsuit if it went that far. Bottom line, she stayed.

However New Boss was determined to get her out, so he had me work on a very detailed PIP for her that included job performance, attitude, and her dealings with others, internally and externally. We went down the progressive discipline trail, and within a few months she was at the last step. That meeting included myself, my boss, and the CEO. She was told that there would be no next time, that any infraction of any kind, no matter how seemingly minor would result in termination. The latest step was a willful neglect of duties and as a result part of her job was assigned to someone else. This resulted in a 20% reduction in hours since she didn’t do that work anymore, on top of a previous “demotion.”. Since this meeting, about a month ago, her work and attitude has been stellar and we’ve had no issues, but I suspect she’s looking for other work. She’s had an increase of appointments when it was rare before, and on the appointment day, she’s often dressed quite nicely. I think that soon she’ll be on her way.

2. My boss implied I let religion impact a hiring decision

I’m a bit conflict-avoidant, so was worried about taking your advice. However, I was able to address it with my manager. A few days after the new hire started, my manager met with her to discuss her career goals, skillset, etc. When I met with him afterwards, he was effusive with praise about how great this hire was, all the skills she had, and how she was a perfect fit for the culture of our team. I was able to gently but clearly say “And that’s why I hired her” and go on to describe some other skills of my new employee. She’s done a great job in the past few months, and is already a candidate for promotion. It was great to have an opportunity to discuss with my manager and address the issue without having to take the first step myself.

3. I got chastised for taking initiative

I spoke with my boss, who spoke with the Technology VP. As it turns out, the VP said that he was not admonishing me. He was responding to my message while out of the office on a cell phone and didn’t mean for the message to come out sounding like chastisement. My boss, himself, said that he found nothing wrong with how I approached the situation.

Problem solved? Not quite. In talking further with the Technology VP and the Teapot Director, I found out that the problem I identified goes a bit deeper. My proposed solution, now that I have realized the full scope of the problem, is only scratching the surface. What they really need is something else that is not an easy fix and will require the VP and Teapot Director’s cooperation in the long run.

I have sent a memo to my boss proposing a new solution to the problem in light of the new info. I am waiting to see if he gives me the green light to approach the Technology VP and the Teapot Director with it. Although the first time seemed to have been a misunderstanding, I want to make sure I closely adhere to protocol and chains of command.

Forgot to add — yes, the VP did think the link was published and public when she responded and then realized it wasn’t only after her response has been sent

4. Is it legal for publications not to pay their writers?

I quit writing for them because, on top of their inconsistencies on who they pay and who they don’t, they were just really unprofessional. I think in my original question to you, I came off as really sympathetic to the state of the industry and implied that perhaps these guys aren’t villains but simply cannot pay — although they would if they could.

I think I was a little naive. They would send these group emails where they would rant about people not formatting their posts correctly (for SEO), and then go on about how it’s a privilege to work for them and they’ll let people go if they can’t comply. A privilege to work for free? Additionally, I noticed a couple of my articles were edited for punctuation, but the editor’s changes were incorrect. It all just rubbed me the wrong way.

Interestingly, part of why some people suggest working for free is a positive is that it can *lead* to paid work. And it did here. I have experience in copyediting, and I was able to leverage my relationships there into getting paid to copyedit their last two print issues (which come out seasonally).

But this was really my last straw with them. I’ve come to believe if a company is shady in one area, they’re just shady in all areas. They didn’t pay me for the summer issue until the end of October — and only when I refused to edit their next issue until I got the payment owed to me in full and an advance on the next issue. I heard from photographers that they have the same struggle getting paid. So even the people they’re technically paying, they’re going to great lengths to not actually pay them.

The lack of professionalism doesn’t stop there. That last print issue was completely mind-boggling to copyedit. I think it hadn’t been looked at by any of the section editors and sent to me as a rough draft. (There was one article — an interview — where every single instance of “I” was lowercase, as if it was an email interview and they just copied and pasted it without editing it.) I found several instances of pure plagiarism when I was fact checking (I found entire passages on other sites on the web). Then, they sent my copy edits straight to the graphic designer without getting sent to an editor to approve them. This made no sense, as the copy was in such bad shape that a lot of my marks were actually queries that the graphic designer had no way of answering. As far as I can tell, the magazine’s editor (who is getting paid) didn’t actually do any editing! This magazine has a reputation in the city I live in. You can find their quotes on billboards and in menus. The magazine is in stores for like $6 a copy. People treat them like a real magazine, and this is how they’re operating!

So my New Year’s resolution* is not 1. Not work for free. 2. Have a zero-tolerance policy for clients who can’t pay on time. The good news to add at the tail of my post is that a former internship has turned into a regular client, and they do pay quite well for copyediting. I’ve also extended my clientele to proofreading for universities. So I’m doing fine, and frankly, don’t need to put up with this anymore. Thank God.

* Er, I held on to this one for a while.

what to do when a bad employee asks for a reference

Most managers love being able to give references for good employees. It feels good to help someone land a job, and to help an employer land a good worker. But what do you do if you’re asked for a reference for an employee who you can’t honestly recommend?

At Inc. today, I talk about how handle reference requests when you don’t have anything nice to say. You can read it here.

open thread – June 19, 2015

It’s the Friday open thread! The comment section on this post is open for discussion with other readers on anything work-related that you want to talk about. If you want an answer from me, emailing me is still your best bet*, but this is a chance to talk to other readers.

* If you submitted a question to me recently, please don’t repost it here, as it may be in the to-be-answered queue :)

5,000th post

This is the 5,000th post on Ask a Manager since the site launched in 2007.

When I started the site eight years ago, I thought I had about six months of posts in me, and had no idea if anyone would send in any questions.

Today, the site gets 50+ questions a day, 2 million visits a month, and Money, Time, Fast Company, and Inc. are all syndicating Ask a Manager content.

It’s exciting! Thanks for being part of it.

I overheard a coworker making hateful comments, I’m having trouble focusing in a shared office, and more

It’s five answers to five questions. Here we go…

1. I overheard a coworker making hateful comments about Caitlyn Jenner

Today at lunchtime, I overheard the front desk worker in my office discussing with a member of our HR team the Arthur Ashe Courage Award that is being presented to Caitlyn Jenner. The front desk worker was complaining that the award was being given to “a freak” instead of the runner-up, Noah Galloway, who is a veteran and an amputee. I didn’t hear the entire conversation but enough that the context was clear. (Ed. note: As a commenter has pointed, that rumor wasn’t even true.)

I was upset by this incident but I’m at loss on how to proceed. Initially I intended to go through established channels for reporting this sort of behavior (an anonymous hotline) as our (large, international) company specifically calls for nondiscrimination based on gender identity and has harassment policies in place. Others have encouraged me to speak to the person directly instead. I am not particularly good at confrontation. I’m also not sure what’s sort of penalty a corporate investigation might result in or how severe it might be.

I respect the right for someone to have whatever opinion they like on this or any subject, but no one should hear that sort of hateful comment at work. I don’t want to just let this go, as that would be a disservice to others who might be hurt by this person’s remarks. So what do you think I should do?

Please speak up. Say something like this to your coworker: “This has been bothering me for a few days, so I wanted to speak to you about it. The other day, I overheard your conversation with Jane about Caitlyn Jenner, and what I heard was disrespectful and unkind. I can’t make you think differently, but I want to ask you not to make comments like that in the office.”

I’d base your decision about whether or not to report it on her reaction. If she’s defensive or hostile about it, then I’d be more inclined to report it. Someone spewing hate in your office, and in an office that specifically calls for non-discrimination around gender identity, is reasonable to speak up about.

Also, the person she was talking to was from HR? HR people in particular should know better than to stay silent at this kind of thing, so I hope that person spoke up. if they didn’t, that would be another nudge in favor of reporting.

2. I’m having trouble focusing in a shared office

I work for a growing organization that’s already in distress because of a lack of space ( it’s basically a nonprofit; we get by with the resources we have).

When I started the job, I knew that the office situation would be rough. I currently share a 6×10 closed-off office with two other people. The fact that I’m an introvert, a highly sensitive person and dealing with a chronic medical condition doesn’t help. I’m extremely distracted by noise and visual interruptions (people coming into the office to speak with coworkers). Even the presence of my office mates distracts me and creates stress. Headphones don’t help unfortunately. My office mates are aware of some of these things and are very courteous and supportive, though the lack of privacy and quiet is still a constant struggle for me. I’m sure they struggle sharing space, too, even though one shared that he’s not bothered by sounds or any of the things that bother me.

The reality is there’s not really anywhere to go, and my boss shares an office too. My job requires deep concentration and a focus on creative projects, including writing. My office is the last place I feel like I can do good work. I have a laptop and want to work remotely or from home more often to focus better, but our organization has a history of people abusing that privilege and seems to look down on not being physically present.

How do I explain my concerns to my boss in a way that doesn’t make me sound like I’m an exception? Would you ever recommend sharing personal information to build understanding or is it too risky? Do you think working from home or asking to explore other options is ok given that I’ve been with the organization for less than a year?

Ugh, this sucks. If they love your work and they’re reasonable people, you might have a decent shot at just laying out the problem and asking about working at home a few days a week. (If they don’t love your work and/or they’re not reasonable people, you could still give it a shot, although the chances aren’t as high of succeeding. Doing great work and working for rational people are both very helpful when it comes to quality of life requests.)

3. I was supposed to be co-leading the department, but have I been demoted?

I started a job I considered my dream a little over a month ago. Throughout the extensive interview process, I was told this position would co-lead a department, as the current manager is planning to phase out in the near future, and that I would then take over completely. This was a big move for me and my family. I had been a department #2 for the past few years, so this was a step up on the career ladder.

Since I started, people have been referring to the co-manager as my boss. I fluffed it off and figured they have been used to this person for years, I’m new, etc. But today at an all-stall meeting, the CEO passed out a new org chart that has me below the co-manager, not in line. They went a step further and changed the other manager’s title to senior manager, which was a surprise to the other manager. They cemented to everyone else that I do NOT co-lead my department. It is a blow to my ego, but it also makes me feel cheated. It also makes it awkward for me to communicate the way I need to with other department heads at times.

What they did here is effectively demote me, making this a lateral job move. I switched jobs to move up in my career. This was not the deal. What do I do?

You say something, immediately! As in, “My understanding when I accepted the job was that I would be co-leading the department with Jane, and it was a big reason that I accepted the position. This org chart has me below Jane. Can you help me understand the discrepancy?”

Is it possible that by “co-lead,” they meant that you’d be helping to run the department as Jane’s second-in-command? Or were they explicit that the two of you would be peers? If the latter, you’ve got to speak up right away — the longer you wait, the harder it’s going to be to get it addressed.

4. Should my resume label my internships as internships?

I’m fairly new to the job market and I want to work in media. I recently sent my resume off to be critiqued by someone who’s been working in the industry for a while. When I got my resume back, the internship positions weren’t in their own section or labeled as internships. I’ve tried to ask this person why they didn’t identify my internship experience as such, but they’ve been busy and haven’t gotten back to me. I’ve assumed that maybe they did it to make me look more experienced, but I’m afraid if prospective employers call my internships to ask about what kind of employee I was they’ll feel lied to, and my former internships will be annoyed with me.

I’ve been told people in the media do things so maybe that’s it, but I feel uneasy. Are you familiar with this practice at all? Should I just label my internships as internships?

Your internships don’t need to be in a separate Internship section; it’s fine to have them in your regular Work Experience section. Usually the title of the role will make it clear that it’s an internship — the title is “intern” or “media intern” or whatever. If that’s not the case, you can add it in parentheses after the title, like this: “Communications Assistant (internship)”

5. Required attendance at an inconvenient “staff appreciation” event

Our smallish company has decided to make our next staff appreciation event a requirement. If you do not attend, you will be written up. Our job is one where someone is always working, every hour of the day, and it is impossible to schedule these events so that everyone may come. Those who are scheduled at that time will be excused. My problem is I work the night shift, and I would typically be sleeping during the event. I have asked to be excused, and was told no. My counterpart on nights has to come in on her off week and pay her sitter extra, all in the name of staff appreciation. We don’t feel appreciated. Are we wrong, or is this just crappy?

You are not wrong. It’s crappy, and it’s extraordinarily wrong-headed to treat people badly in the name of “appreciation.”

Given the night shift issue, I’d say, “In order to attend, I’d need to have the day before and the day after off, or I won’t get any sleep. Would you like me to do that, or does it make more sense for me to skip the event?”

internal visitors are booking up all our conference rooms

A reader writes:

Our team just recently relocated to a new facility which is an open office environment, and I’m looking to get some advice on visitor space (all of the visitors are internal employees who still work at our old building). We don’t have very many visitor cube spaces, so I’m running into the issue of these visitors booking out our small conference rooms. These rooms can hold up to 5 people, but each visitors books out a space for themselves leaving zero conference rooms available to the team on-site. These rooms are even being booked out when the visitor spaces are available.

How can I address this issue? I’m trying to get the team to understand that the more conference rooms are booked out, the more resources are taken away from the team on-site. Also, please note that these visitors come from a building where they all have their own offices; my team that moved out to the new building do not have theirs anymore so I think it’s unfair for one person to book a conference room to use as a workstation instead of opting to sit in the open office environment.

Another issue that we are running into is that these visitors only want to be working out of our building because it’s close to where they live, not for a business need. Again, unfair because we have a lot of people on our team who now have to commute to the new facility.

It sounds like their managers need to make it clear that they are assigned to work at the other building and need to work there unless there’s a specific business need on a particular day to be in the new building. They should explain that there isn’t enough space to regularly accommodate them in the new building, and this isn’t a “choose where you feel like working from today” situation.

Beyond that, could you require people from the old building who want to book a conference room in the new building to send those requests to a human, rather than whatever system they’re using now? That human can then find out if it’s a meeting or just a need for individual work space; if it’s the latter, she can explain that they’ll need to book a visitor cube instead or, if those are all booked, share a conference room with others who need work space (as opposed to booking a whole conference room just for themselves).

(I am resisting taking this as an opportunity to blast open offices in general, because I assume that part is outside of your control.)

how to get employees to take vacation — and why you should

When’s the last time you pushed an employee to take a vacation and meant it?

Too often, managers cringe when they see employees will be out on vacation for a week – who will cover their work, what will get delayed as a result, and what about that meeting scheduled while they’re gone? But if you really care about building a strong team, you should be actively encouraging employees to book real vacations – not just a day or two here and there, but at least a solid week away, ideally a couple of times a year.

The reason? You want well-rested, refreshed employees, and you’re not going have that if people never get away and truly disconnect. Research shows that employees come back from vacation feeling more creative and more engaged and with increased energy reserves, which means that they expend less energy to get work done than before they left. That’s worth the price of covering for them for a week.

What’s more, when people are away, you’re more likely to spot holes in your system that need to be addressed. You might not realize until Jane is away that she’s the only one who has important passwords, knows the communication preferences of a prickly client, or knows how to update your intranet. Having short breaks like this can highlight where you need to strengthen your systems.

Here are four things every manager can do to make it sure their team takes real vacations.

1. First and foremost, lead by example. Your team will take their cues from you. If you’re giving lip service to taking time off but don’t do it yourself, your team is likely to wonder if it’s really okay for them to do it. That means that you need to take vacations yourself, and not talk about how difficult it is to get away.

2. Most of the time when people aren’t taking time off, it’s not because they don’t want to but because their workload is so high that they don’t know how to make it happen. Sit down with people and say, “I want to make sure we find a way for you to get time off this year. Let’s talk through what we can do to ensure that you’re able to take a real vacation some time this year.” Then back that up with action: Find ways to cover their work while they’re gone, and be willing to push back deadlines or other obstacles that make it hard for them to ever get away.

3. Actively encourage people to take time off. If someone has a slow period coming up, point it and out suggest it’s a good time to take some time off. If they haven’t taken time off in a while, point it out and ask what needs to happen for them to be able to get away. (That means that you should periodically run through who hasn’t been away in, say, the last six months.)

4. Create an environment that supports people in taking time away. Treat time off as a normal and expected part of work life, not as a crisis or aberration. Don’t look stricken when someone asks for vacation time, and don’t say things like, “While you’re away, could you call in for just this one important conference call?” Don’t throw last-minute work at people just as they’re about to leave for a week away, and do what you can to ensure that they don’t come back to a week of work in their in-box (which will discourage them from ever going away again).

I originally published this at Intuit QuickBase’s blog.

employer wouldn’t interview me unless I authorized an invasive background check before we even talked

A reader writes:

I recently was invited for an in-person office manager interview with a large, non-finance company in the private sector. I was genuinely interested in the company, but I was surprised when I arrived for the interview and was asked to fill out an application that requested my social security number and date of birth. I left the field blank but then turned the page to find several authorizations to perform a credit check, criminal background, motor vehicle and reference checks.

I had not yet met the hiring manager, nor was I clear on the job description. When I met the hiring manager, she immediately asked me to consent to the screening. I mentioned I was not comfortable proceeding with the extensive screening process until I understood the position and company better. The manager generally answered a couple of my questions about the company, but she did not ask me any interview questions and indicated that a formal “interview” would not occur without my consent to the screening. I was caught off-guard and did my best (which, admittedly, was not great) to explain to her that I was uncomfortable disclosing the information at the time, and she politely ushered me out the door.

My understanding is that, while California is not a “ban the box” state, and the city where the company is located is not either, best practices are to present an offer, or, at a minimum, seriously consider a candidate prior to conducting background screenings. Aside from possibly jeopardizing my current position by checking references prior to an interview, I have some concerns about giving my age and credit report to an employer I am still evaluating. This raised some red flags with me since it seemed they were not interested in me as a candidate until they obtained sensitive, and possibly non-job related, information about me.

Was I right to be concerned about this company’s hiring process? Am I correct that it would not be advisable to give my personal information to a potential employer prior to an interview?

Ugh. Your concerns are totally reasonable.

Unfortunately, though, it’s become increasingly common for employers to ask for all this information up-front. It’s not because they’re going to use it up-front (generally); it would a be a waste of time and money for them to do background checks on all candidates at this stage. They ask for it early because it streamlines their process later; once you’re a finalist and they want to move forward with a background check, it’s easier for them if they already have the information on hand and don’t have to ask you for it. It’s similar to companies that ask for references up-front; it’s rare that they’ll use them until much later in the process, but they ask for them early so that they have them on-hand when they’re ready for them. Both things understandably make candidates uncomfortable.

Some employers will be fine with you saying something like, “I’d be glad to fill out this form after we have an initial conversation and determine that there’s mutual interest in moving forward, but I’d prefer to do that before authorizing the release of so much personal information.”

Others, like the one you talked with, won’t — although that interviewer sounds particularly rigid.

Ultimately, though, you may just need to decide whether you’re willing to subject yourself to overly invasive demands in order to be considered for the job. Which sucks, but is also very much the reality of job-hunting these days.