3 reader updates

We’ve got three updates from people who had their letters answered here earlier this year!

1. Update: my boss keeps sending me urgent work to do even when I’m out sick

Unfortunately, the situation is still kind of complicated. I did try talking to my boss, and we determined that making my messages clearer, i.e. “I will not be checking email or answering calls, please get in touch with so-and-so if you need help with anything,” would help. It lets him know that I’m really, really not in a position to respond.

I was able to determine that he is overall happy with my performance, so that’s at least something. I haven’t been out sick since then, but I did take a few days off to prepare for medical leave. It was better, but there was still a level of volume that I’m not completely comfortable with, and I think it may have been that he knew I wasn’t sick. He still has trouble remembering when I’m going to be out. The problem here is that he doesn’t really use his Outlook calendar, so putting my time off on his calendar doesn’t seem to work.

To his credit, I am currently on medical leave for the issue I mentioned in my original post, and my he has been very good about not contacting me.

TL:DR It’s better, but I think I haven’t had the opportunity to really test him, and there is still room for improvement. I’m trying not to let it bother me as much. 1. He’s explicitly stated that he’s happy with my performance. 2. I’m going to be job searching once I’m off medical leave due to some other office culture issues.

2. Update: my boss’s kid punched me in the groin (#1 at the link)

It only got worse. I had hoped that once my manager’s son was in school full time that children in the workplace wouldn’t be an issue anymore but I was sadly mistaken. She had a baby at the start of last fall and after being out for six weeks on maternity leave, she was back full-time, this time with an infant. About once or twice a week she would come in two hours late without letting us know if she was coming in at all, with baby in tow. The final straw was when the baby and pram was wheeled out to me in the middle of my work day (and right as I was getting ready to go to lunch) and I was told by a coworker who was often fine looking after the kiddo that I would be looking after the baby since she was “busy” and “needed to work.” HR was seriously involved after that.

I know that that issue went all the way to the VP in charge of our department and back down again. I also have a strong feeling it affected the way that my boss interacted with me after that happened. There were weeks where she couldn’t maintain a professional attitude and most of the time chose to ignore me as a means of coping. She also often looked like she was about to burst into tears when she was forced to interact with me. Sadly, I think the administration cracked down on her and not the office in general about bringing in dependents because it still happened with other coworkers, although all with slightly older children and never as often as my boss was bringing in her kids.

I read the writing on the wall that this was a perfect time to move on and not suffer another review season with the strain of the personal/ professional problems between myself and my boss. A few months ago, I started the process of finding another job in earnest, and I’m happy to report that after only a few interviews I landed a position in New York City.

3. Update: my boss has banned hot take-out food at lunch

Unfortunately, it’s a very annoying update from my end (but hopefully in the near future a very positive one!)

In regards to the lunch rules, they’ve taken root and everyone else has fallen into place with it. I’m no longer asked to go out and pick up lunches on behalf of the whole office, as I learned to stand my ground. Once I structured it in the way that the company would lose essential administrative support if I’m out of the office for too long, staff stopped asking. It’s not the best situation for those who are forgetful and other reasons, but the majority of the office look out for each other in regards to food.

Now for the frustration…I had mentioned in the comments about other bizarre rules in place, one being the mandatory fun. It’s expected that every payday, unless if you have a “genuine reason,” you are to attend mandatory events where you pay money for a variety of events, including going for food (but mostly alcohol). I’m not on the same salary scale and commission as my other colleagues, so what pay I receive I do need to budget accordingly. My non-attendance has been brought up in the past in passing (but mostly from my office more in the sense of “please come out, you are lovely company”). I’m far from a person who lets someone spend money on me, and even that has been thrown about and I’ve shot that down as I don’t want to feel awkward and a bit of a leech.

The morning of our last social, I came into work to an email sent to all about internal opportunities and specifications for all roles within our company. I opened a few up and scrolled to this gem (intercompany lingo changed to protect myself): “Attend Socials, Summer Events, and Festive Teapot Parties on a regular basis and keep in mind these dates when arranging activities outside work. Seek permission from line manager when attendance is impossible and previous personal bookings cannot be changed.”

To say I was livid was an understatement. This is listed as essential for not only generic duties but to also progress within ANY role. I’d already put down a bit of a deposit towards this social so I bit my tongue and attended (one meal, one drink and then an early night).

I was then pulled into a somewhat drunken conversation with the director who made up the food rules who proceeded to tell me there and then that the training I’d been requesting (with payment plans for courses, a proposal to undertake it part-time, and work during the weekend to make up for any time missed) were not going ahead as “there’s no point in paying for you to leave” and that he MAY pay for it out of his own pocket in 2016. I also got a spiel about how I did the work of four people yet they have no more money in the budget to give to me so I needed to give up any career ideas (?!). Followed by a somewhat offensive chat about how much the single men in the office like me and if I wanted to, I could start dating as I’m young and a good catch. I was absolutely stunned, made my excuses to talk to someone else, and ended the night pretty sharpish.

From that moment on, I’ve realised that I will never get the respect or opportunities within this company that I have been promised in writing. I’m far from the type of person that rocks up at work at my exact start time and leaves my exact finish time, but it’s getting to that stage. I sit seething as more and more emails are sent about how we are growing as a company and future plans, as well as statements that all staff are encouraged with personal and career growth. And no money in the budget? Well they have enough to look at hiring an apprentice who I can “complain about admin work with” and open a new office in a very expensive location. It’s a kick in the teeth, to put it lightly.

Yes, I am biding my time and looking to move on. The downside of my industry is that they use every single online job site to find individuals, so if I put my information online then that would create a lot of problems. I’m hoping I find something soon. At least I can get some excellent advice and information from the Ask a Manager community.

a hiring committee accidentally included me when discussing my qualifications with each other

A reader writes:

I’m currently looking to make a career switch (not completely new, just different focus), and I recently applied for a great job. One person from the hiring committee emailed me back, while cc’ing what I am assuming is the rest of the committee.

All of this is fine, but then today I got a message from another member of the committee, and after reading it, realized that it should not have been sent to me. It was discussing if I would be a good candidate (because of A, B, and C) but that it looked like I might be lacking in D and also would have a long commute.

Do I acknowledge that I received this message? My first instinct is to send the committee a good-hearted “oops! But since you asked…” email, allowing me to further explain my qualifications (and intention to move if I get the position). On the other hand, maybe it would be better to just pretend I’d never received it.

Yes, I’d acknowledge it — both because it’s polite and also because at some point someone may realize that you were accidentally included.

I think your proposed response is a great one. Just keep it brief — you don’t want to send them a long treatise they haven’t asked for, after all.

Most importantly, remember that tone here is going to count for a lot; they’re likely to feel embarrassed that you saw their internal discussions, and the tone you use can go a long way toward signaling “I don’t feel weird about this and you don’t need to either, and in fact I’m a lovely person who you would enjoy working with.”

open thread – May 15, 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 :)

colleague is dressing down on charity dress-down day but refusing to pay, is this hiring process fair, and more

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

1. Colleague is dressing down on charity dress-down day but refusing to pay

I have a bit of an unusual situation. In my office, we’ve started having a “charity dress down day” at the end of every month. Each employee can donate £1 in order to dress down for the day, and a different department each month gets to choose which charity the donations go to. They usually organise games related to their charity as well to raise extra.

There is one guy who dresses down every single time, but refuses to donate the £1. He says that he was under the impression that the company would match all donations and as that hasn’t happened, he won’t donate till they do. The thing is, I send out the emails about these charity days and I remember that I told him it wouldn’t be matched the day before the first dress down day. So he knew in advance that it wouldn’t be matched and chose to dress down anyway – and has carried on doing so every month since.

Now other departments are getting more and more upset/angry about it every month that goes by. I have people coming up and asking whether this guy has donated. They feel like he’s getting away with something that no one else would be allowed to (which is true). His manager is a lovely guy but seems completely unable to force him to either stop dressing down, or start paying his £1.

What’s the solution here? Are people being too sensitive about a £1 donation, or should we push harder to make this be taken seriously by management? What can realistically be done even if they do look into it?

Someone in your company needs to decide how serious they are about this whole set-up. If they’re serious about it, then his manager needs to tell him, “Hey, what you’re doing isn’t cool and you need to either participate in the charity drive or quit dressing down.”

If you’re the person who’s organizing all this, or if you otherwise are in a role where you have standing to raise this, you should talk to his manager and point out that this guy is undermining the charity drives and needs to be talked to. Or you can talk to him directly yourself and say, “It’s fine that you don’t want to donate, but you’re continuing to dress down without donating, and it’s removing the incentive for other people to participate. If you don’t want to participate with a donation, can you please ignore the program entirely and stop dressing down on our dress-down days?”

For what it’s worth, I’m no fan of the whole concept, for the reasons here.

2. Should my cover letters extend sympathies to the company CEO, whose daughter just died?

I am working on a job application for a nonprofit organization of about 15 staff. The position reports to a vice president.

The organization has announced that among the victims of the train crash in Philadelphia was the daughter of the organization’s president and CEO. Would it be respectful or distasteful to mention that in the cover letter – i.e., “Please extend my sympathies to Ms. Jones” or something along those lines? Should I remain mute?

Do not mention it in your cover letter. It’s not the place for it, they’re not actually going to mention to the CEO that a job applicant she doesn’t know sends her sympathy, and it risks coming across as if you’re using her tragedy to create rapport (although I understand that’s not at all how you intend it).

Read an update to this letter here.

3. Is this hiring process fair?

There is currently a manager post open at my organisation which has been advertised externally and internally. Myself and several colleagues are applying for the role which will be a promotion. The interview process starts with an assessment day which I’m assuming will be group work on scenarios.

If you are successful at this stage you then move forward to the interview round. I have found out that one of my colleagues who is currently acting up as a temporary manager covering maternity leave has also applied but will skip the assessment round and go straight through to interview. The justification for this is that she is already operating at this level.

Is this fair? I feel it shows favouritism and am two minds whether to do something as I shouldn’t officially know this information.

Sure. If they’ve seen her actually doing the work that the assessment round is designed to assess, that’s far more useful in terms of evaluating her candidacy than even the best-designed assessment can ever be. Assessments are designed to see candidates in action; if they’ve already seen her doing that work, there’s no reason to spend her or their time making her jump through that hoop.

4. Do I have to give info to a skip tracer who’s looking for an employee?

This morning my voicemail had a message from someone claiming to be with “Verifax,” wanting to “confirm a payroll address.” I Googled the company and discovered they do skip tracing (locating people who can’t be easily tracked down). I assume they’re attempting to track down one of our current or former employees for debt collection.

If they call back, do I have to give them the employee’s address? What are my requirements and liabilities in this situation? I’m leery of giving out any kind of personal information about our employees; my preference would be to tell them nothing (how do I know they’re really legit, and not a crazy stalker ex?).

Nope, as far as I know, you have no legal obligation to assist them. If they had a court order, that would be different — but without one, as far as I know you’re free to say, “We don’t release personal information about employees so I’m unable to help you.”

5. My boss introduced me with a dramatically wrong title

I am currently employed as finance manager (which is the job I accepted), but during a major meeting I was introduced by my boss as an admin. Can a company change my job title so dramatically without informing me?

Sure, they can change your title. The bigger issue here isn’t whether or not they’re allowed to, but what’s actually going on. Is there any other reason to think that your role and title is so different from the one you accepted? Are you doing the work of a finance manager or of an admin? What’s your role been thus far?

Assuming that you’re doing the work you were hired to do, I’d say this to your boss: “I noticed you introduced me in the X meeting as an admin, and I wanted to make sure I’ve got my title right — we agreed on finance manager, right?”

can I speak up about how our meetings always run way past the allotted time?

A reader writes:

Meetings that end on time make my heart sing. I’m the manager of a department with about a dozen people, and my staff knows that I am uncompromising about ending meetings on time.

Alas, our entire division (about 50 people) has a monthly meeting that invariably runs over the allotted hour. Even when we do end on time, these meetings are excruciating. Our director spends the first half-hour providing updates on the overall company, with a focus on how those updates affect our division. Then, each of the six managers (myself included) provides an update from our department. If you do the math, you figured out this leaves 5 minutes per manager if we’re going to get out of there on time.

In my humble opinion, that’s all the time we need because the purpose of the meeting is just to make sure that everyone has a big-picture idea of what’s happening across the division and get some face-time in since we are spread across several floors in two buildings. However, I feel like a few of my fellow managers use the meeting as a platform to show important and busy they are. They routinely rattle on for 10 -15 minutes, oblivious that we’re all creeping closer to our deaths while they recite the trivial details of their daily schedule.

Can I say something to my director about this, or do I need to just suck it up and plan to be at these meetings for half the morning? I recognize that I have a particularly strong aversion to meetings, and she is perfectly aware that these meetings run over and has elected not to do anything about it, so I’m concerned about coming across as an unsupportive coworker.

How’s your relationship with her generally? If you get along and she thinks well of your work, try speaking up and seeing what happens. I’d say this: “What do you think about asking people to keep their department updates to about five minutes unless something is truly crucial? With six managers giving updates, that would let us end our meetings on time; otherwise we end up going significantly over the meeting time, and I’ve sometimes got things scheduled right afterwards.” You could add, “I think people aren’t always sure what level of detail they should be providing, and giving a time guideline could help with that.”

But if your relationship with her isn’t great, I wouldn’t expend capital on this, as much as I agree with you about meetings that operate this way.

If that’s the case — or if you talk to her and it doesn’t get you anywhere — then I’d just start assuming that these meetings will last 90 minutes rather than 60 (or whatever length they generally seem to end up at). I’d also bring some work to look over if you can get away with doing that.

More generally, if anyone is running meetings this way, please stop.

Related:
why meetings suck and how to make them useful for your team
I’m spending hours every week sitting in useless meetings!
how much talking in a meeting is too much?

how to get rid of drama on your team

In an ideal world, any team we worked on or led would be a model of professionalism and never get sidetracked by emotions or interpersonal conflict. But in reality, drama and unproductive conflict can creep into teams if you don’t purposely create a culture that’s inhospitable to it. Here’s how to do it.

1. Model a no-drama approach yourself. Team members will take their cues from you. If you gossip, react strongly to difficult news, are often in crisis mode, or regularly have interpersonal conflicts, you’re likely to see that behavior on your team as well. But if you’re calm, cultivate a sense that everyone is on the same team, don’t overreact, don’t indulge in gossip, and take a low-key approach to office politics and interpersonal relationships, you’ll reinforce the behavior that you want to see from your staff. So if you’re seeing drama on your team, the first thing to do is to ask yourself some tough questions about what you might have been modeling for them.

2. Actively discourage unconstructive interpersonal conflict. Too often, when two teams members are having a long-running and unconstructive conflict with each other – one that’s interfering with their abilities to perform their roles effective and which is distracting others around them – managers throw up their hands and let it play out. Sometimes managers figure that these are adults who can manage their own relationships at work and that it’s not their place to step in. And while that’s certainly true for minor conflicts, when something goes on for a while and affects the work or people around them, good managers will call out the behavior and make it clear that it’s not in sync with the culture they want. People don’t have to like each other, but they do need to treat each other pleasantly and professionally, and as a manager you can make it clear that that’s part of the job as much as the work people do.

3. Create an explicit value around people cooperating and operating with good will toward their colleagues. Not only should you call out problematic behavior when you see it, but you should be transparent about what you do want to see. One way to do this is to create an explicit team norm around low drama and assuming positive intent, and discuss it at team meetings, when onboarding new employees, and when you see examples of it playing out on your staff. (For instance, if one of your staff members deals particularly cheerfully and kindly with a colleague on another team who’s prickly and difficult to work with, tell her you notice and appreciate it.)

4. Make sure that you’re setting clear goals and providing enough direction. Often on teams that are full of fighting and drama, part of the problem is that people aren’t spending time on the work they’re there to do – either because they don’t have clear goals with ambitious benchmarks to hit or because their manager isn’t providing them with clear direction. Sometimes in drama-filled situations, managers or their advisors feel they should focus on the interpersonal side of things: communication styles, conflict resolution, and team-building activities. But often those things don’t address the real issues: a culture that allows drama and in-fighting (possibly because staff members are seeing it mirrored from the top), lack of direction, and not enough focus on work and accountability.

I originally published this at Intuit QuickBase’s blog.

I’m frustrated that I was rejected by an employer for a second time

A reader writes:

Two and a half years ago, I was working two part time jobs to make a full-time income when I laid off from the larger job, and have been subsequently working the smaller part-time job, while looking for full-time work. I am an older, minority worker, and while I know those are not supposed to be factors by law, I am not totally convinced that hasn’t contributed to the longest job search of my life. A little over a year ago, I had applied for a job with a large nonprofit and made it to the interview stage. I did the best I could and thought the interviews had gone well enough, I followed up properly, but ultimately when the decision was made, I didn’t get hired. I had really wanted it because I like the organization a lot, so it was a somewhat disappointing when I didn’t get it. But I figured it happens, moved on, and forgot about it after a while.

During the conversation where I was told I wasn’t hired, I was offered the opportunity to ask for feedback and was told that the team didn’t feel I would be comfortable with certain solitary aspects of the job. The irony of of this was that when I was subsequently rejected earlier in the process for similar position, I actually got special feedback from the manager, and was told the reason I didn’t move on was the screener/interviewer felt I was “too much of a lone wolf” for certain aspects of the job. The manager admitted that a mistake was made, but it was too late to add me to the possible hiring pool. Which only left me wondering wondering how I could be both.

Anyway, a few weeks ago I answered a blind box ad that just described the job but didn’t give out the identity of the company, and since the description sounded very close to my qualifications, I applied. I wrote a good cover letter, fine-tuned my resume to fit, and sure enough, a few days later I get a call from the hiring manager. The name she left sounded familiar but I couldn’t find any record of her in my files. As we spoke, we realized we had indeed met before and acknowledged our previous encounters. However she said she “definitely” wanted me to come in and interview, so we set something up for early the following week.

Once again, I thought the interview went well. This time they were in the process of changing systems, so it would be like coming in fresh and not joining a well established unit. Also, I only spoke to the hiring manager and not the rest of the team, so it was a briefer interview. I consciously did what I could to make it like a fresh opportunity and not come across like I was taking anything for granted, or conversely holding onto anything negative from the first rejection, which I wasn’t anyway. At the conclusion, I asked about the next steps and was told a decision would be made in 2-3 days. I followed up with a thank-you letter reinforcing my interest and appetite for the job, but when the stated decision time came there was no response. A week later, I got a message from the hiring manager that someone else was hired, it was good to see me again, and good luck with my search.

Normally, I might be briefly disappointed but shake those types of rejections off. But this particular one feels like a real gut punch, which finally brings me to my question.

If she knew she didn’t want me the first time, why would the hiring manager bring me in a second time, only to reject me again? Did she not believe in her first decision? I would have honestly felt better if during the phone interview she had said something along the lines of “I know you have applied for this position before and I didn’t hire you. This job has opened up again because the person I did hire then is leaving. But if it is all the same to you, I would rather look at some other candidates who most recently applied. Thank you for your interest again though and good luck.”

I’d prefer that to being brought in again only to get a second rejection via a phone message. The former I could respect, even if I didn’t like it, while the latter feels more like being jerked around, to the point where if I should ever be confronted this type of situation again (which I hope I am not) I am thinking it is better to decline to go. Am I wrong to feel like this?

Well, I think you’re looking at it wrong.

She didn’t know that she wouldn’t want to hire you this time. She thought you were strong enough that you could be the best person for the job. That’s why she asked you to come in and interview. Ultimately, someone else ended up being a better fit for the job, but she didn’t know whether or not that would be the case until she finished interviewing.

I’m sure that you didn’t think that you were guaranteed the job the second time around, right? (Actually, some people do think those sorts of things, but you don’t sound like you did.) She considered you a strong candidate, thought it was possible that you could end up being the strongest of the finalists she interviewed, and behaved accordingly.

Imagine this: You’re hiring a contractor to do some major work on your house. You’re talking with a few different contractors about the job, and one of them is someone who you talked to a few years ago when you were redoing your deck. You liked him at the time even though someone else ended up being better for the job, and you think maybe you think maybe he’d work out for this new job. But after talking with three or four people, ultimately your favorite pick ends up being someone else.

It’s really no different here. These are business relationships. It’s not like a dating situation, where someone is either interested in you or not. Employers are trying to find the best person for the job, with a pool of multiple people who could be well-qualified.

Would you really not prefer not to even have a shot at the job if there was a chance that it meant risking a second rejection? Certainly if that’s how you feel, you should refuse interviews in cases like this, but it seems pretty short-sighted to me.

should I let a rejected candidate know that her references aren’t great, dinner interviews, and more

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

1. Should I let a rejected candidate know that her references aren’t great?

We’re in the process of hiring summer interns for my project, and we’re at a loss over how to handle a request for feedback from an applicant we rejected. The person we rejected is about to graduate from college and one the references (an advisor on the student’s thesis) told us flat out we shouldn’t hire the candidate (and gave enough critical details that we thought this reference wasn’t just someone with a personal grudge against the applicant but had legitimate, specific criticisms). The second reference was much more glowing, but when pressed, admitted the candidate was a good person but “not a shining star.” That’s enough red flags for us so we rejected the candidate. Unsurprisingly, this candidate immediately requested feedback and was very disappointed in the outcome.

I know we’re not obligated to give a rejected candidate feedback, but part of me really wants to give this person the heads up a reference is so completely negative, especially since this is a young college student with limited experience. But the employer side of me is really grateful this reference helped us dodge a problem candidate. How would you handle this?

No, don’t do it! You’d be abusing the confidentiality of the reference process. Those references assumed they were talking to you in confidence and gave you their candid assessments in good faith, figuring that it would be helpful to you. It’s really up to them to decide whether to talk to the candidate about what kind of a reference they’re able to give; it’s not your place to “out” them. And after all, you want references to be candid with you, even when it doesn’t reflect well on the candidate. If people have to worry that their comments won’t be handled confidentially, you’re far less likely to get useful references in the future.

2. Bringing a portfolio to a dinner interview

Whenever I go to interviews, I bring along a leather portfolio with clean resumes and references in case I am asked for them on the spot. I am going on a second interview tomorrow evening at a restaurant of the employer’s choice. Given that space could be tight at the table and I don’t want to bring a bag of any kind, is it safe to leave the portfolio behind?

A portfolio might be tough to have with you (it would be hard to put it on the floor but not something you’ll want on the table), but I’d bring a bag or briefcase with you. You may not end up needing a copy of your resume or something to take notes with, but it’s more important that you have both of those things in case you do need them than it is to cater to tight spaces. And it’s unlikely that you wouldn’t be able to tuck a small briefcase or similar bag beneath your chair if there’s no other room for it.

3. I don’t want to give out my name when I answer the phone

For the first time in my 17-year career with the county, I am being asked to give out my name when I answer the phone. I really, really hate it – to me, it feels like an invasion of privacy. I’m not management, I’m not a department head. It really is irritating when people use my name back. I don’t know them, I don’t want them coming in asking for me – I’m the receptionist, for heaven’s sake. Can they make me give my name out?

Yes. It’s a pretty common way for businesses to like their phones answered. I don’t particularly understand why, but it’s their prerogative, and it’s going to seem like you’re making a mountain out of a molehill if you make a big deal about it.

If people come in asking for you, well, you’re the receptionist so you’re probably going to be the first person they talk to anyway, right?

4. Should I confront an employer who interviewed me even though they’d already hired someone else?

I just interviewed yesterday for a position, they seemed interested, and they said they also have a few more people to interview in the upcoming week. But when I got home, a colleague had told some friends that they got the job I just interviewed for earlier that morning. ​​

Is it unprofessional to confront them about that, or should I just wait it out until they let me know in a week like they said, even if I know it’s filled? I’m angry that professionals do that to anyone, it just doesn’t seem right.

Confront them? No, you shouldn’t confront them; that sounds awfully adversarial and isn’t warranted. It’s possible that they’re hiring for more than one slot for the job you spoke with them about. It’s possible that your friend’s friend didn’t accept the offer until after your interview. It’s possible that it was already a done deal, but they wanted to talk to you anyway because they know they have a similar slot opening up soon. Confronting them would be a good way to torpedo your chances of being hired by them in the future.

5. Required to donate time or money to a nonprofit

As part of our goals for our yearly raise, my employer is making us either donate our time or donate money to a nonprofit in the amount of at least $120. If we don’t do this, our raise will be impacted by not meeting our goals. Is this legal?

It is. They’re basically saying that some sort of community involvement is a requirement of the job. You can debate the wisdom of that, but it’s their prerogative.

my friend’s resume is killing her chances but she thinks I’m a know-it-all

A reader writes:

I’ve a childhood friend I’ve known nearly my whole life. She’s so close to my family that we consider one another family even though there is no relation. We have an odd relationship, more like siblings or cousins and less like friends sometimes. But I love her and want to see her succeed. She’s been trying since she graduated (a for-profit non-accredited school *sigh*) to find work in “her field” but hasn’t really been successful. She’s landed entry level positions that only require a high school diploma but are essentially giving her the experience she would need to land a higher level of employment, if she qualified it correctly.

Unfortunately, I think her degree is one of her hinderances. Many people don’t take degrees from her institution as credible. But I don’t want to be such a negative Nancy, so I don’t mention that when she laments her inability to get the career started she hopes to. In an effort to help, I asked for her resume so I could pass it on to some friends who work in her field who are in positions to possibly help her get a leg up. Unfortunately I just CANNOT, in good faith, hand this resume over to them in it’s current state. She has obviously been getting some REALLY bad advice from people in “career services” and probably naive family members and has taken it all very seriously and it’s really hurting her.

I want to help so badly, but we’ve recently had arguments where she’s stated that I think I know everything. But the thing is, I do a lot of research on things because I find it enjoyable and even though I don’t have to apply a lot of what I learn to my every day, the info is there in me just waiting to be used. Not to mention, the couple trusted friends I showed her resume to (one an HR Manager but for a totally different type of field), to ask their opinion agreed with me. Her resume is terrible! TERRIBLE ALISON. The thing is, I know she has a strong work ethic, is so very compassionate towards the demographic she wants to work with and passionate about her desired field. If she had the chance, she would shine and thrive and contribute wholly to the right organization. But it’s now obvious to me that she isn’t getting the interviews for the places she really wants to work because of her resume / school history and I really want to help so bad.

I want to rewrite her resume (every post reads like a job description, she has some typos, she writes “etc.” in some areas, and the layout and design is not friendly on the eye at all), help her qualify her achievements, trim the fat and fix the formatting as well as show her how to trash that form cover letter and really show these orgs why they need her! But I’m afraid I’ll offend her if I tell her bluntly that it sucks. (she also has a habit of thinking her education makes her a bit better than those of us who don’t have a degree and I think she thinks I wouldn’t know what I’m talking about – I didn’t earn a degree, but I run a successful business full time and make a good living, sometimes it bothers her.)

Showing her your blog won’t really help. I’ve been “suggestive” in the past about things and it didn’t resonate. Being direct would help, but I don’t want to offend her and I don’t want to drive a wedge between us.

I know I could rewrite her resume to at least help a bit! I don’t know how she is on interviews, but I can at least do this much. I’ve already played with it some in boredom, but I would of course need qualifiers from her in order to actually flesh it out.

Any advice? Should I just mind my own business and continue to be an ear when she is frustrated or depressed because she can barely make ends meet? I know she could do better and there are opportunities there and she would feel so much more accomplished if she could get into her field. (And I know it’s hard for ANY grad these days, but she has a few factors against her, one especially being where her degree is from… and she is SO proud of her degree and I’m proud of her for sticking it out, but I wish she had never gone there too. The amount of debt she has, and she can’t get above a certain pay grade, she will be in debt forever, it breaks my heart.)

This one isn’t yours to solve.

Your role here is to be a friend, a sounding board, a source of support — but not a job counselor.

You can certainly ask her if she’d like help and try to point her in the right direction, but if she doesn’t want to hear it (and it sounds like she doesn’t, at least for now), then it’s not your place to keep pushing.

I know how frustrating it is to see a friend making mistakes like this and be stuck on the sidelines when you could just fix it if only they would let you WHY FOR THE LOVE OF GOD WON’T THEY JUST LET YOU. I know. Believe me.

But it’s not yours to fix. And it’s not even yours to advise on if she doesn’t want you to.

At most, you can say something like, “You know, I read a lot about job searching in this market and if you ever want me to help with your resume or point you toward some of the advice I’ve found most helpful, I’d love to.”

But all you can do here is offer — and let it go if she doesn’t take you up on it.

is the one-page resume rule dead?

An awful lot of people have internalized the old rule that your resume can only be one page and go through incredible contortions to keep their resumes to one page, even when they have years of experience. Other people apparently have never heard that they should think about resume length at all and thus create resumes of incredible length, offering up their professional history told as a novella.

Who is right? Who is wrong? Is anyone right? What are the rules on resume length these days?

You can read my take on this over at Inc. today, where where I’m revisiting letters that have been buried in the archives here from years ago (and often updating/expanding my answers to them).