how to manage off-site employees

A reader writes:

I’ve recently started managing two employees who work off-site – one from a branch office across the country and one who works from home. I’m used to having my team in the same location as me, and I’m uneasy about how to manage well from a distance, especially when it comes to making sure they’re on top of their work.  

In some ways, managing off-site employees isn’t much different from managing on-site staff, but it does require you to manage really well. While you can sometimes get away with being more ad hoc in managing on-site staff – for instance, skipping one-on-ones in favor of grabbing whatever face time you can during the week – that approach can blow up when it comes to remote employees.

In particular, it’s essential to be thoughtful and deliberate about these five areas when managing people in a different location from you:

1. Establish goals with clear benchmarks and markers of success. In managing remote staff members, managers sometimes wonder how they’ll know whether work is really getting done, or getting done as efficiently as it would in the office. The answer lies in agreeing up-front on clear, ambitious goals for what the employee will accomplish in a given month, quarter, or year – and checking in on their progress against those goals regularly. Doing this will get you both aligned on what matters most – what must be done in order to perform successfully – and will give you a clear way of telling whether or not someone is producing at the level you expect. This is something you should do with all employees, of course, but it’s particularly important when someone is working in a different location.

From there, check in on those goals regularly – what progress is the person making toward them? Are they on track to hit the goals by the timelines you’ve determined? That’s what matters – not accounting for how they’re spending every hour of their day when you can’t see them.

2. Create regular times to talk. When you work in the same location as a staff member, it’s easy to grab one another when you need to talk. With remote relationships, you’re less likely to communicate regularly if you don’t have a formal system, so set up a standing weekly call and be vigilant about sticking to it.

In addition, make sure that you’re using that time well. A weekly call won’t do you much good if it consists of a lot of “so how’s everything going?” and “everything’s fine.” Instead, really probe into how your staff member’s work is playing out, with questions like, “What are you most worried about?”, “How are you approaching X?”, and other questions that dig beneath surface answers.

3. Be clear about your expectations around accessibility. Often managers of remote staff get concerned when they call and can’t reach the employee or don’t get their emails returned quickly. Sometimes there’s good reason for this concern; the employee truly isn’t as engaged as they should be. But plenty of other times, the employee simply has a different understand of what type of accessibility is expected, and has turned off email for the day to focus on a project without distractions, or is out at a string of meetings. As a manager, you don’t need to try to figure out which one it is if you set up clear expectations around accessibility at the start. For instance, you might agree that all phone calls and emails from colleagues should be responded to with a day, or that your staff member will set up an “away” message on a chat program if she’ll be away from her computer for a significant amount of time.

4. Find ways to see remote employees in action. It’s easy to start feeling uneasy when you only have the employee’s word to tell you how things are going. Instead, find ways to see the work playing out – such as joining some of their phone calls, reviewing regular reports with data indicating progress toward the desired goal, or – depending on the type of work they do – even shadowing them for a day. Doing that will give you a better feel for how the work is really progressing, help you to know whether something is going off-track and you need to intervene, and better equip you to serve as a resource for the staff member.

5. Don’t leave remote employees out of your development efforts. If you have a mix of remote and on-site employees, it can be easy to inadvertently give the bulk of your development energies to the ones physically present. Make sure that your remote employees aren’t getting the short end of the stick when it comes to feedback, coaching conversations, mentoring, opportunities for stretch assignments, and overall career guidance. Because it’s so easy for “out of sight, out of mind” to be the default operating principle in this area, you might even set up a structure to ensure you help develop remote employees in this way. For instance, you could plan to do quarterly development check-ins with each off-site employee as a way to force you to jointly reflect on how things are going and what opportunities exist to build the staffer’s skills.

my coworker kept vomiting in our shared office and wouldn’t go home

A reader writes:

I work in a very small office, and on one day per week, a coworker comes in to assist me. Yesterday I came in early, as did my coworker. After about two hours, she started vomiting into a wastebasket. I ram to the bathroom and got her some paper towels and gave her my own supply of wet wipes from my purse. She continued to throw up in the wastebasket (never once got up to go to the bathroom). I told her she should go home. She said she did not feel well enough to drive and called her daughter and then told me her daughter was coming to get her. She continued to vomit into the wastebasket and the office smelled terrible. She sat the wastebasket down on the floor right between us, and I told her she could not do that and that the smell was making me sick. After another hour or so, I asked her when her daughter was coming and she said her daughter was coming for her after her daughter got off work, in another 3-1/3 hours.

We work in a hospital and I offered to walk her down to the ER. She said no, as they would charge her money. I finally could not take the odor and clocked out early. I had to be the one to leave and she stayed (getting her hours in).

When I got home, I emailed my supervisor letting her know why I left early. I asked what the protocol was for this type of incident, since it would probably happen again with this coworker. I was told there was no standard in place for this type of thing. Can this be true? I would think having a coworker vomit repeatedly sitting right next to you would be considered a work place health hazard, or at the very least intolerable working conditions.

I’m not surprised there’s no formal protocol for the situation; it’s the type of thing that usually can be handled with good judgment at the time. Not everything requires a policy, after all, and most environments become pretty uncomfortable when there’s a policy for every possible happening.

Unfortunately, in this case, your coworker didn’t exercise any judgment, and you didn’t feel comfortable being more directive with her. If you could do it over again, I’d tell you to be more assertive — for instance, to say, “Jane, I’m so sorry you’re feeling ill. I’m going to take you to the bathroom now, where you’ll be more comfortable” — and then insist on taking her there (or to an empty office if she was finishing with the vomiting). Alternately, you could offer to put her in a cab home (ideally, you’d work somewhere where you’d know you could use petty cash for this or get reimbursed later).

Basically, the message should be: “I’m so sorry you’re illl, but we need to find an alternative to you remaining here in this state — both for your own comfort and for mine! Let’s figure out the options.” You can say this nicely and still be assertive about it.

It’s pretty unlikely this is going to happen again, but if it does, your manager should step in and make it clear that sick people should go home (and ideally create ways for that to happen, such as covering cab rides if necessary). She’d also ideally cover you for the hours you missed the day this happened, although not all managers have the authority to do that.

getting clients to stick to deadlines, recovering from a bad video interview, and more

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

1. Getting clients to stick to deadlines — or to understand project delays when they don’t

I’m a freelancer. I stay pretty on top of my client workload, but at times it gets pretty packed and I rely on my clients to return their side of the material within a decent timeframe in order to keep things scheduled well.

My question is how to communicate with them that I am now behind. I submitted a list of what they needed to be working on on July 1 and reserved July to work on their project. I did not hear back from them until August 22! And now, at this point, I am booked with a lot of other work. Now, they are chomping at the bit to have their website completed. I’ve made it clear that I had reserved July, but once August came, I added quite a few other projects. I had hoped to finish this week, but due to my other projects, I’ve not been able to get to it.

I have a lot of projects along these lines, so if you have any advice for what to say when you can’t get to a project right away, that would be amazing!

I’d say: “We had set aside July to finish this work, and our schedule had you supplying me with X by July 15. I didn’t receive it until August 22, so that’s pushed the schedule back. I had much of September reserved for other work, so I’m fitting it in around that. I’ve carved out time to work on this again starting on (date) and should be able to get it to you by (date).” (Of course, you want to balance this against how important this particular client is to your work; freelancers often end up having to make exceptions for especially key clients.)

Going forward, I would be very explicit about this when you first lay out timelines, saying something like, “I’m reserving the last two weeks in July to do this project, so I’ll need X from you by July 15. If it’s later than that, it could take significantly longer to complete, because I’ll need to fit it in around other projects. Knowing that, does this seem like the right timeframe to reserve, or do you think you might need longer to get me X? I want to make sure I’m holding right block on the calendar for you.”

It’s also smart to bring it up as soon as you see a problem starting. For instance, it might have made sense to reach out to this client a week or so after the material was overdue to say, “I want to give you a heads-up that I’ll need to receive X soon in order to be able to finish it by (date). Once we hit late August, I won’t have much availability for the next few weeks.”

You want to say this nicely, of course. You don’t want to sound overly rigid; rather, you want the vibe to be “I want to make sure that you get the time you need, so let’s make sure we protect the right period of time.”

2. How can I get my team to take responsibility for simple tasks without having to assign everything?

I have 5 very high-functioning employees. They are all over 50 and very experienced. They gladly take ownership of the tasks and jobs I assign them and take pride in their work. However, I can’t assign every task that needs to be done. For instance we have to sign-in visitors to our work area and the sign-in sheet needs to be replaced every month. Very often, someone will just sign in a visitor using the previous month’s sign-in sheet. It’s similar to the last cup of coffee dilemma. How do I get these people to just do what simple tasks need to be done without assigning them?

You have to assign those tasks. People aren’t doing them because they’re focusing their time on the things that they’re accountable for, which is a logical choice. If you want people to be accountable for these other tasks, you need to actually assign responsibility for them to someone.

If the issue is more “I can’t think of everything that someone will need to handle and I want them to pitch in as they see things,” then you should assign people broad areas that will cover the types of things that aren’t getting done — such as assigning one person to have responsibility for ensuring that your team’s reception area runs smoothly (which would presumably cover the sign-in sheet plus other stuff too). But if you’re not telling people clearly that they’re responsible for a particular task or area, and it’s not getting done, the solution is to create more specific ownership of the work.

3. How can I recover from a bad video interview?

After applying for a talent acquisition position with my dream company, I was pleasantly surprised to receive an email offering me a video interview, their version of the traditional phone screening. To clarify, this was not a Skype interview with someone on the other end, but an automated, recorded interview. The process: the question is displayed across the screen and the candidate is given 30 seconds of prep time, at the end of which the camera turns on and the candidate is recorded answering the question for one minute. There is a ticking clock counting down the entire time, and there is no “re-do” option. In a word, it’s terrifying.

Sadly, I definitely did not produce my best interview in this circumstance. While I understand the efficiency and flexibility this form of interview offers for both the candidate as well as the acquisition team, I’d imagine it takes a specific type of person to succeed in this situation. However, considering this interview was for a talent acquisition, I’d also imagine that they’re most likely not giving much slack to the interviewees– especially considering that a person in this position will be evaluating these video interviews themselves.

I emailed my contact the following week to express how I’d love the opportunity to come in and actually meet with the team, but she (nicely) said they had just begun reviewing the applications and would reach out with any updates. In your opinion, is there anything I can do to salvage this? With my experience, personality and skills, I know I’d be a great fit for this position– and I just can’t imagine letting it slip away that easily.

Well, you’d essentially be trying to circumvent their hiring process — like doing poorly in the phone interview and then telling them to give you a chance anyway. This is their process, misguided as it is, and in general, you pretty much have to let them control that.

That said, there are two potential things you could try: First, if you happen to have mutual contacts, you could see if one or two of them will reach out to the hiring manager to rave about how fantastic you are. Second, you could email them some sort of work sample — something demonstrating that you’d be awesome at the job (either actual past work you’ve done or a sample that you create specifically for this job). If it’s good enough, it’s possible that it could get you moved forward in the process even fi they were ready to reject you from the video interview. But after trying that, then you’ve got to lay low and let the ball stay in their court.

4. Do recruiters share thank-you notes with hiring managers?

After my interview with the hiring manager, I send thank-you notes to both the manager and recruiter. They are custom and state my interest in the role, reiterate my fit for the position, and mention my overall positive experience with that process and the firm. Does the recruiter forward their thank you note to the hiring manager?

Depends on the recruiter. Some do, some don’t. They’re more likely to do it if it’s a particularly good thank-you note (or a particularly bad one, but that’s pretty rare).

5. Did I ruin my chances by the way I followed up after an interview?

I went to a retail job interview on a Friday and was told me that I would recieve a phone call by Tuesday. The next week, I never received any call and called to ask about my application status that Thursday. The manager told me they where still deciding and would choose by the end of the week. I also called her back the same day to ask her a company-related question because she said to call “anytime you have a question” and I thought it would also show that I am still interested in the position.

The end of the week passed and I am hoping for a call early this week. Did I follow up too soon or no? I am thinking of calling to follow up once more this coming Monday if i don’t receive a call. I really don’t want to seem desperate or annoying and call today to ask another questions about the company because I already called on Thursday. Would that seem too desperate?

It’s not about seeming desperate; it’s about being too pushy and not letting the process take its course.

Also: Can we get rid of this idea that you should call to ask employers questions to “show your interest in the position”? That’s incredibly annoying, and it’s usually pretty transparent. If I were that hiring manager, I’d be annoyed that you didn’t either ask your question when we spoke earlier that day or just hold it until you received an offer, since you’d just been told that those decisions would be happening soon. And if the question was as non-essential as questions in the “wanting to show interest” category usually are, my annoyance would triple. (And really, at that point anything is non-essential other than “I have another offer and need to give them an answer ASAP” or “I left my wallet at your office and would like to pick it up.”)

I doubt you you ruined your chances, but don’t call again. You showed interest by applying for the job. You reiterated it by calling to check on your application status. No more expressions of interest are needed. The ball is in their court. If they want to offer you a job, they will. Meanwhile, put this out of your head and move on.

did my interviewer give my resume a numerical grade?

A reader writes:

I had an interview today and noticed that at the top of the copy of my resume the interviewer was holding was “97” written in red pen and circled. It made me think of a grade. Is this an accurate assumption? Are there any other explanations you can think of for this?

Some employers — not the majority, but some — do assess candidates numerically, assigning certain values to each of the qualifications they’re looking for. The belief is that it helps them assess people more objectively and prevents them from favoring candidates for reasons that ultimately don’t have much to do with their ability to perform the job (for instance, just taking a personal like to them, or the fact that they went to the same college, or the fact that they come from similar backgrounds, or all the myriad ways that personal bias can play a role in the hiring process). Of course, hiring well is a lot more than a numerical formula, but it’s not crazy to try to bring objective metrics to the process.

But there are loads of other possible explanations for that “97.” At the top of that list is the possibility that it was simply an unrelated note that the interviewer scribbled to herself there, totally unconnected to you. When I have notes to jot down quickly, I’ll write them on any paper that’s around me, and I wouldn’t treat a resume any differently. Lots of people do that — and because of that, I’d put this in the (very large) category of things you might encounter in a job search that you shouldn’t bother to try to read into.

5 mistakes to avoid in your one-on-one’s with your manager

Ever feel like your one-on-ones’s with your manager aren’t that helpful?

Here are five reasons why that might be:

1. Using the time exclusively for updates rather than for having a real dialogue. Too often, people use their one-on-ones to run down laundry lists of updates on projects. But when that information could easily be captured in a quick bulleted list that you email ahead of time, you’re squandering time with your manager that could be more productively spent on actual interaction: talking through challenges that you’re facing, getting advice, formulating strategy, and getting feedback. And speaking of feedback…

2. Not asking for feedback. One-on-one’s are a perfect place for you and your manager to talk about what’s going well and what could be going better. And sure, your manager should proactively give you feedback on her own without you needing to ask for it, but the reality is that plenty of managers won’t give feedback until or unless something is dire – which puts you at a disadvantage, because you’ll perform better if you’re getting feedback along the way, rather than waiting until something goes wrong. So don’t be shy about saying to your manager, “How did you think that meeting went?” or “How are you feeling about how I’m handling X?” or “I’d love your thoughts on how I could approach Y more effectively.”

3. Not debriefing recent work. In addition to getting feedback on your performance, it’s helpful to talk through projects after they’re over. What lessons can be drawn? Are there things you should note could be approached better next time? The next time a major project ends, try asking your boss to spend 10 or 20 minutes doing a post-mortem on it with you, to draw lessons that will help you do even better in the future. (This kind of reflection has been shown to dramatically strengthen people’s performance.)

4. Not driving the agenda. If you’re just showing up to check-in meetings with your boss waiting to hear what she’d like to discuss, you’re missing out an opportunity to get more out of the time. Before each meeting, spend ten minutes thinking about what would be most helpful for you to discuss. Is there a project you want her feedback on? Do you need to communicate that there’s some time-sensitivity on that draft that’s been sitting in her in-box for two weeks, and that you can’t move forward until she signs off on it? Are you struggling with getting something from a partner organization that she might have more pull with? By thinking through what you need from her, you can come prepared to get more out of the meeting time.

5. Not scheduling them at all. If you and your manager don’t do regular one-on-ones, you might be missing out on an opportunity to get better results in your work, as well as strengthen the relationship. If weekly seems like it’s too frequent, consider doing them every other week – but do make a point of making time for them. They’ll almost certainly help you and your boss be better aligned, which translates into what type of results you get and how your performance is assessed.

I originally published this at Intuit QuickBase.

do I have to call my coworker “Rabbi”?

A reader writes:

I work in an office that is fairly formal, where everyone addresses each other as Mr. or Ms. We are a private company, not a nonprofit or religious institution.

One employee is an ordained rabbi and asks that people call him “Rabbi Weiss” [real name changed] instead of “Mr. Weiss.” I don’t have any deeply held religious beliefs that would prevent me from calling him “Rabbi,” but it just doesn’t seem proper to ask employees to call people “Rabbi” in a secular business office, and would be much more appropriate if we called him “Mr. Weiss” in the office and left it up to people in his religious community to call him Rabbi. Am I wrong? Would it be improper to remove his honorific title in the workplace? Being an ordained rabbi is in no way relevant to the job he does at the company.

I can argue this either way. On one hand, if your office uses titles and this guy’s title is Rabbi, it’s not crazy that he prefers to use it. Your office uses titles, and this is his. (But if your office didn’t use titles for everyone else, then his request would be out of sync with the culture.)

But on the other hand, if someone in your office was, say, a military reservist and wanted to be called by their military rank at the office, I think we’d all agree that that would be ridiculous. (Except in the Old South, as my sister helpfully pointed out when I discussed this letter with her.) And there’s an argument to be made that Rabbi, like Captain or Lieutenant, shouldn’t be used in civilian jobs.

I think either of those arguments is reasonable. Ultimately, though, I come down on the side of calling people what they want to be called, unless it’s wildly out of sync with the culture.

you need a better intranet: Igloo

And now a break to talk about a sponsor…

What’s your experience been with corporate intranets? If it’s anything like mine has been, you’ve often found them to be clunky one-way repositories of stale information – the place where documents go to die.

That’s why I was excited by what I’ve seen from Igloo. They’ve created an intranet product that’s much cooler than anything else out there.

They gave me the chance to play around with it, and I love it. It’s interactive, really easy to use, and highly customizable. You can use it to have a super simple intranet if that’s what makes sense for your organization, or you can have something quite complex; it’s impressively adaptable.

And it’s not just for traditional intranet stuff like storing expense forms. Igloo will pull together team calendars, project information, working documents, wikis (which you might use for SOPs, manuals, etc.), task management, document collaboration, and real-time updates from all your teams. On top of all that, you can also use it for secure file-sharing (like a secure version of Dropbox). And it even has a Twitter-like internal micro-blogging system, if you want to give people the chance to share quick thoughts across the company.

Moreover, it’s easy. If you’re the one in charge of it, you can set it up and edit it with incredible ease. You won’t need to send every change through your overworked I.T. department; if you can figure out how to read this blog (and you have), then you’re going to be able to configure Igloo yourself. It’s seriously easy (but it will look impressive, like you’re a technical genius).

Right now you’re thinking that something this cool has a crazy price, but: It’s weirdly affordable. It’s $12 per user per month (about a quarter of what you’d pay for Sharepoint, for example). And if you have under 10 users? Free.

You can learn more about Igloo here.

Disclosure: This post is sponsored by Igloo. All thoughts and opinions are my own. And I am picky.

an interviewer said he doesn’t care about my happiness, can my boss make us all ride in his car, and more

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

1. My interviewer told me “your happiness is not my problem”

In a recent interview for a temp job, I was told straight out by the person who would be my boss, “As my employee, your happiness is not my problem.” This really put me off, as well as him telling me straight up that the job was highly stressful, but that he didn’t care because that was part of his “vision for this workplace.” I appreciated his honesty, but at the same time, was concerned that he seemed to care so little for his employees. I received an offer from them, and even though the job would entail a huge pay increase for me, I have decided I do not need that much added stress in my life.

The thing is, I’ve been out in the job market for about a year since graduating college. I don’t have a ton of experience as far as interviews and bosses. Is this guy’s attitude/outlook normal? Or is it at least not as off-putting to others as it was to me? Should I not have allowed it to scare me off?

No, it’s off-putting alright. The guy sounds like a massive tool and a crappy manager. Employee happiness is very much a concern of good managers — or rather, the happiness of good employees is.

That said, when you’re been out of work for a year and are a new grad, you’ve also got to factor in what other options you have. If you don’t have of ton of alternatives, sometimes it makes sense to put up with a ridiculous boss in order to get experience that you can then parlay into something better (not to mention a paycheck) — and it can help when you’re able to go into it with your eyes open about the nature of the situation. I don’t know if that’s your case or not, but it’s something to keep in mind.

2. My coworkers won’t stop commenting on my weight loss

My question is about how to deal with unwanted and unhelpful comments from co-workers following loss of weight – which was achieved via lots of hard work – diet and exercise wise. I was very overweight for the whole time I have worked where I currently work, and am currently returning to a previous healthy and very slim weight.

I sometimes receive helpful and supportive comments like, “you look fantastic” however I don’t know how to appropriately respond to comments like “You’re wasting away” (I am currently in the high end of my healthy weight BMI so hardly wasting away) and “Don’t lose any more weight” (why? so I am constantly hovering on the border of healthy and overweight and unhappy?), then laughing and joking about am I running to the toilet throwing up after I eat.

How do you deal with this kind of rudeness without creating a scene and coming off as the bad guy?

Well, you’re going up against an entire society norm that it’s okay to make these sorts of comments and a widespread (and misguided) belief that people will take them as complimentary. While you can certainly push back against that, you might be happier if also you accept that there’s no response that will make this stop altogether. It’s a huge cultural weirdness.

But if you want to try pushing back against it, you could try, “Can we stop talking about my weight?” or “I’m calling a moratorium on further comments about my weight. Thanks.” And in response to the bulimia jokes, you’d be well within your rights to say, “That’s really not a humorous subject.”

3. Can my boss make us all ride together in his car for an off-site meeting?

My boss, a coworker, and I have a meeting that is about 3-1/2 hours away from our office. My coworker and I wanted to drive together, but my boss is insisting we all ride in his car, even though I offered for the company to not pay me for the mileage so that we would not be so far away from home without a vehicle. Can he make us all ride together? The meeting requires an overnight stay, which will be covered by the company.

Yes, he can require that, and it’s possible that he wants to do it that way so that you can all talk about work-related things during the drive. But if you feel strongly about it, you should explain that him — say something like, “I’d actually prefer to have my own car there, so I’d really like to drive myself.” If he says no, then say, “Were you thinking we’d use the time in the car to talk about work, or there another reason that I’m not thinking about?” But ultimately, yes, he can require this if he wants to.

4. My employer wants a copy of my diploma to help someone else get a visa

My company is asking everyone with my job title (less than 10 people total) to submit copies of our college diplomas to assist in obtaining a visa for a new employee. They’re saying they need “evidence” that we are really professionals that have university degrees, and that submitting our resumes as evidence wouldn’t really prove anything.

This request just strikes me as really odd and sort of an invasion of my privacy… It would be one thing if they were asking me to prove my own credentials for the purpose of my own employment, but they’re asking for this to help with someone else’s case. Is this weird? Should I say no?

It doesn’t strike me as especially offensive or an invasion of privacy. They’re not asking for information they don’t already have about you; they’re just asking you to supply documentation of a credential that you’ve presumably already shared with them. If that credential is part of the reason they hired you, it’s not unreasonable for them to say, “Hey, now we have a business situation that requires us to document this.”

Saying no is likely to come across pretty oddly (as well as raise questions for them about whether you really graduated).

5. Can I apply again for jobs I applied to months ago?

I’ve been unemployed for nine months and actively searching for a year. At this point, I’m starting to see a lot of repostings of jobs that I applied for months ago– not jobs I interviewed for, but ones where I got a form rejection, or, often, no response at all.

Is it worth it to apply for these again, when I’ve been unemployed all this time and don’t have any new professional experience? (Volunteer opportunities are very limited in the areas I’m looking in, and I don’t have much of a portfolio to show potential freelance clients because most of my work from my last job isn’t cleared for public release.)

My resume and cover letters have improved, and I think are more likely to get me a second look than the ones I was using at the start of the search. If I do reapply, what do I say to acknowledge that I’ve applied before?

If it’s been, say, six months or longer, I think it’s totally fine to apply again, and you don’t need to mention that you applied before (as long as you didn’t get interviewed the last time; if you did, then it would be odd not to acknowledge that). Even if it’s been a little less than six months (say, four months or so), it’s still probably fine — although at that point you’re running up against the possibility that it’s not a new hiring process, but rather the same one that you were already rejected from. But you can’t know for sure from the outside, and you’re not going to outrage anyone either way. If it’s only been a few months, though, then to be on the safe side, you might add something like “I applied a few months back and would still love to be considered if you think it might be a good fit.” That way you’re signaling that you’re not just wildly applying for everything you see and forgot that you already applied for this.

asking for a promotion as part of taking on a massive amount of new work

A reader writes:

I work in marketing for a publisher. The whole department was reorganized a few months ago, and I was placed in charge of Type X books for my team. Our team has one other person who works on Type X books, but this person is leaving in a month, and we haven’t been approved to hire someone new.

Last week, my manager asked me if I would be able to take on all of the work of the person who is leaving, or just some of it (in which case the rest would be reassigned around the team). After spending a few days talking to the person who is leaving and researching their workload, I do think I can take this on; however, it would be essentially doubling my responsibilities. Given that, I would like to be promoted up to the next level, with a corresponding raise. My manager would like me to take it on as I am the most senior person available with the most experience on all of these subjects, but my title (which I’ve held for 2.5 years) and compensation don’t reflect that.

My manager has asked me to get back to him this week with my recommendation as to how the work should be distributed. I want to bring up the idea of a promotion/raise but I’m struggling with the best way to address it. Do you have any suggestions? I know claiming that I’ll be doing the work of two people won’t hold water, since obviously I’ll still be just one person, but my responsibilities will involve supervising the work of twice as many assistants and managing relationships with more than twice as many editors and authors. Promotions are hard to come by in my office, but I’ve had glowing reviews, both my manager and his manager frequently praise my work, and my manager’s manager has previously said he would like me to take on more responsibility as a path to advancing in my career here.

“I think I can make this work, but it’s definitely going to be a significant increase in what I’m responsible for. I’d like to propose doing it in the context of a change in my title. Would you be open to bumping me up to (new title), and bumping my salary up accordingly?”

To be clear, as I’ve said in the past, I don’t recommend asking for a raise just because you’re taking on more work. But you’re talking about a significant change to your workload and responsibility level, and it sounds like it will be a permanent one, not a temporary pinch-hitting kind of thing. You’re also in a position of strength — glowing reviews and regular praise — and the request is one that sounds like it would make sense within the structure of your office.

If your boss says they can’t do that, then you present the case for why this is significantly more work that warrants revisiting your title and pay, as well as why you’ll excel at it. If you still get a no, then you might ask if you can have a formal agreement to revisit the question in six months. And then at that point, you make a personal calculation about whether what you stand to gain — more responsibility on your resume, more exposure to higher-profile people, a stronger bargaining position in the future, or whatever it might be — is valuable enough to you to move forward anyway, or whether you want to quietly start exploring other options.

(In general, I tend to put pretty heavy weight on the “awesome experience that you can parlay into a better job in the future” part of the equation — if indeed that’s correct, as it would be in many fields — but you’ve got to look at the whole landscape and figure out what makes sense for you.)

5 signs that your resume is holding you back

When you’re searching for a job, nothing is more frustrating than sending out scores of resumes for jobs you know you’re qualified for but not getting any interviews. If that’s happening to you, the explanation might be your resume is holding you back in some way.

Of course, in a tight job market like this one, it’s can be hard to know if the issue is simply the market and the amount of competition that’s there, or whether your resume itself is putting you at a disadvantage. But there are flags that indicate that your resume is probably the problem. Here are five of the biggest.

1. You’re applying for plenty of jobs where you match the listed qualifications, but you aren’t getting interviews. Most people, even the exceptionally well-qualified, don’t get interviews for every job they apply for. But if you’re applying for dozens of jobs a month – jobs for which you truly do meet the qualifications – and never hearing anything back, chances are good that your application materials are responsible. Your resume probably isn’t going to get you interviews at even half the jobs you apply to. But if it’s not even scoring you a success rate of one in ten, that tells you that you need to revisit what you’re sending out.

2. You feel like you’re a much more valuable worker than your resume reflects. Many people think to themselves, “If I could only get to an interview, they’d see what a great fit I am.” But if you feel that way, your resume isn’t doing its job. If you’re a great employee – someone with a track record of achieving at a high level in past jobs – it’s your resume’s job to show that. If it’s not, you need to do rewrite until your resume reflects why an employer should be excited to talk to you.

A common response to this is, “But the type of work I do is hard to convey on a resume.” But being a valuable employee is about getting results for your employer, and there’s always a way to describe that on a resume. It doesn’t have to be as quantitative as “increased sales by 20%” or “promoted twice in two years” (although those are great accomplishments to include if they’re true). Instead, it might be something more like “became the department’s go-to source for quickly and accurately resolving billing discrepancies” or  “built a reputation for working successfully with previously unhappy clients” or “resolved an inherited four-month backlog in three weeks.” Whatever it was that made you excellent at your work, that’s what your resume needs to convey; otherwise, it won’t open many doors for you.

3. If you imagine the resume of someone with a similar work history but who has done mediocre work, it’s not that different from your own. Your resume shouldn’t just list what activities you engaged in at each job, but rather should convey how well you did them. Hiring managers aren’t likely to be especially impressed by your job descriptions; what they care about is whether you excelled in the role. If your resume doesn’t convey that you were better than that other guy who had a similar job, there’s nothing to make an employer think that you’re the one worth interviewing. The way you address this is by focusing your resume on what you achieved in each role and how you excelled, not just a list of duties.

4. It’s three or more pages. Job seekers with long resumes regularly protest that they can’t possibly fit their full job history on to two pages. But highly qualified, very senior candidates regularly manage to do that (some even sticking to one page), so if you exceed two, most hiring managers will see you as someone who can’t edit, doesn’t understand what information is most important, and doesn’t respect their time. Are you really willing to accept that outcome just so that you don’t need to trim down your text?

5. When you do get interviews, interviewers seem surprised by some of the information you give them during the interview. If your interviewer seems pleasantly surprised by a work achievement or other qualification that comes up in the interview, it might be something that should have been on your resume in the first place. Similarly, if your interviewer seems disappointed to learn that, say, your last job was only a few hours a week or lasted only a few months, that’s a flag that your resume might need to be clearer. (You might wonder why you should be clearer about things that might get you disqualified, but otherwise you risk wasting your time interviewing for jobs where you’re not a strong candidate and don’t have much chance of being hired.)

I originally published this at U.S. News & World Report.