Ask a Manager

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

1. Should I give this struggling employee more time?

I’ve been a director of a nonprofit publishing program for 6 months. I have had an employee for 3 months and I feel like she’s getting nowhere. My CEO and COO have both assured me I’m not doing anything wrong and that I’ve gone above and beyond with my attempts to train this person. We are a small department doing a lot of big work, and this person seemed ideal during her interview. She’s very intellectual, that is for certain, but I think it comes down to the fact that she’s a smooth talker, because I now find her saying things that contradict what she led me to believe during her interview regarding her editorial skills. In short, I’m having to go back over most of her edits, she lies to my face about checking certain things, and today she was grumbling/growling and making angry noises at her desk, which is just across the hall from mine and in direct eyesight, because she couldn’t find an easy way to format a challenging reference, even after I printed out the page of the style manual that spells it out!

I don’t have the time or patience to be going back over her work or tackling the 10-minute jobs I’ve assigned to her that somehow stay piled up on her desk for weeks at a time. I’m supposed to be using my time as a director to move things forward. She’s upset 2 of our volunteers who now think their time isn’t worthwhile to me because of her blunders, and despite talking calmly but firmly about the performance issues, I still feel like I can’t trust her to help me move my department forward. I want to show my bosses that I can do a good job with my department since I’m still newish in my role, but I feel like maybe I’m somehow an inadequate manager if I can’t get this one employee to perform. What am I doing wrong? Do I give her more time or give her the boot? This isn’t an entry-level position and the person is expected to have a certain level of skill, which I think she lacks but is good at pretending to possess.

Your success as a manager doesn’t rest on whether or not you help everyone on your team be a high performer; some of that — a substantial piece of that — is up to them. What does define your success is whether you set clear expectations, let people know when they’re falling short, and — if the issues are serious ones, as they are here — give the a specific timeline to improve, and then replace them if they’re still not hitting the bar you need. And those are your next steps here: Have a direct conversation with her to let her know that you need to her to do X, Y, and Z in order to keep her job, and that you’re giving her X weeks to show significant and sustained improvement or you will have to let her go. And then follow through. (The lying, though, is a deal-breaker and not something where you should be giving her another chance. If that’s really happening, cut your losses now.)

2. Can I ask if a coworker will be fired?

I have a coworker, let’s call her Sue, who is painful to deal with. The feeling is shared by generally everyone in our office. We’ve been working together for the last 4 years, but a change within the last year means we work much more closely. In addition to personality issues, she is often tardy to meetings/work, misses deadlines, is unhygienic, etc. We understand that Sue’s reviews have been much less than stellar as well (she told us, although I’m not sure if she is on a formal PIP). While I enjoy the work and most of the people I work with, she is a substantial drag overall. My boss had previously telegraphed to me (not to the group) when I began working with her that Sue would be let go, but nothing ever came of it. I’m not sure if I’m considered a “superstar” or not, but I am generally in the “exceeds expectations” group, and I would be very surprised if our supervisor would rather retain Sue than me. Even if any action was a year away, I’d be OK with that; I just don’t want it to be a forever situation.

While I have not yet gotten to the point of an active job search, it is certainly something that encourages me to return calls from recruiters. I’ve made some very veiled attempts to communicate with our supervisor on the matter, but I’m not sure if I’m getting through. Is there an appropriate, and perhaps blunter way to bring this up? If it makes a difference, I wouldn’t want to make an ultimatum without another accepted offer (which I wouldn’t accept if I was considering staying), so I’m in a catch 22.

Saying “it’s her or me” is a risky move — because even if you’re clearly more valuable, managers don’t usually want to make personnel decisions that way (and are often constrained by company policies that wouldn’t let them even if they wanted to). However, you can certainly talk to your boss about the problems that Sue is causing and the fact that it’s causing you to be increasingly dissatisfied at work, when you otherwise like your job and coworkers. And given the fact that your manager has confided in your about Sue previously, you can use language like, “We talked about this a while back, but the problems have continued. Are you able to share anything with me about whether these issues are likely to be resolved in the near future, or how I can minimize the problems with her going forward?”

3. Could I get a job with the company that fired me seven years ago?

Is there any chance that someone could be successful in landing a job at a company that terminated their employment previously? I received a job right out of college at a great company as part of a program for recent grads. I didn’t take it as seriously as I should have. And I’m kicking myself over it because it was really an amazing opportunity. Ultimately, I was let go because I failed an exam the company administered by three questions. But I believe they also realized that I wasn’t interested in the field, and at the time I really wasn’t.

Fast forward 7 years…after life’s twists and turns, I find myself working in a very similar field I was in as a college grad–but I love it and I’m excelling at it this time around. It’s crazy to me because I never thought I could enjoy working in this capacity, but I do. I recently thought about that position I had before, and how I wish I’d stuck with it. That made me think of the company, and I decided to look up career opportunities there. I saw a position that interested me, but I’m nervous about applying because of my past with them. I’ve grown up a lot professionally and personally since then. Their HR files may reflect the 21-year-old that didn’t know what she had, though. Perhaps I should seek opportunities elsewhere, but my quandary made me wonder: is it possible to be rehired at a company you were fired from before?

If the only reason you were fired was because you failed the exam and they were otherwise happy with your work, then sure, there’s no harm in trying again. But if they had other complaints about your work (and “I didn’t take it as seriously as I should have” might or might not point in that direction), then they’re unlikely to want to invite you back in. One first step might be reconnecting with your manager from that time, if she’s still there, and updating her on where you’ve ended up and how things are different for you now, and mentioning that you’d love to throw your hat back in the ring at some point.

4. What can I ask an interviewer who isn’t a specialist in the work?

I am a current job seeker in an industry that is growing rapidly, and many employers are hiring for specialists like me. However, my initial interviews are with recruiters who are not familiar with technical language, making it increasingly hard to ask job-specific questions. I have always been taught not to ask about salary on the first interview, but my first interview is typically with a person who really can only answer questions about salary and benefits. Should I just ask about these things in the first interview to get it out the way?

No, because too many employers consider it a mortal sin to do that in early interviews. Instead, ask broad questions about the work and the culture that they should be prepared to answer. For instance: What are the key qualities that the hiring manager is seeking in the role? What are the key things you need this person to accomplish in the first six months? What’s the workplace culture like? What’s your timeline for next steps and the hiring process as a whole?

5. Telling a new boss that I need a couple of hours a month for a health issue

I started a new job in June. I suffer from chronic pain and manage it with oral meds and periodic injections. In order to refill one of my meds, I must physically go to my doctor’s office to pick up the scrip and take it to the pharmacy each month. Since the doctor’s office hours begin after my work day begins and end before mine end, this means I’ll need to either arrive a couple hours late to work or leave work a couple hours early once a month. How would you recommend bringing this up with/telling my boss?

No need to get into the details. I’d just say, “I have a medical appointment once a month that requires either leaving a couple of hours early or coming in a couple of hours late. I have flexibility about whether it’s morning or afternoon and what specific day it is. Is there any special way you’d like me to handle this?”

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

1. Criticism in my annual review came out of the blue — and it didn’t come from my boss

Every year, my manager gives me a review, mostly glowing, with a few minor points to work on. Nothing big, but issues I know about and focus on the next year. My job requires extensive customer service skills, and in the 16 years I’ve been working (five at my current job), I’ve always been marked the highest in relating to the customers.

This year, my manager gave me my review, but prefaced it by saying that her bosses took a look at it first and made her rewrite it several times, even inserting a few lines that I might find surprising. Boy was she right. The higher-ups claimed that I had a significant communication issue with customers. I’m not quite sure how they came to this conclusion, since they have never even taken the time to observe me (I work in a different building). I now have to read two books on customer service and write a report on each one. I also have to ask others to observe my interactions with customers and observe them.

I was shocked. This “issue” came totally out of the blue. I’ve always heard that nothing on a review should be a surprise, that it should be identified well in advance. My customer service skills have always been something I’ve prided myself on, and now I feel demoralized and slightly insulted, to be honest. I was so startled by the news that I didn’t even make comments on the form, just signed it and walked away stunned. Other managers I’ve talked to were just as surprised as I was. Is there anything I can do to salvage my reputation, or should I just keep my head down?

Go back to your manager and say that you take the feedback seriously and that you want to do your best to address it, but that it’s difficult to do that without knowing specifics of the concerns. Ask if she can walk you through what this feedback was based on — and if she says that she can’t because she doesn’t share their assessment, ask her if she can help you find out. The tone you want here isn’t “this is ridiculous and I want them to prove what they’re saying with evidence,” but rather “if they say it’s a problem, I believe it, but I can’t fix it without understanding more about what they mean.”

You should also ask your manager how you can find out about concerns more quickly in the future so that you’re able to address problems right away, rather than only learning about them during a formal review.

Read an update to this letter here.

2. My company is excluding everyone beneath a certain level from conference-related social events

I work at a medium-sized media company that once a year holds a four-day-long company-wide conference, which everyone attends. Out-of-town employees are also there. There are usually a series of social events and dinners–one for everyone, and the others just for the out-of-town employees and the executives. This year, my boss said casually, “You won’t mind if you’re not attending many social events this year will you?” She explained that they are under cost-cutting pressure to keep the invitation list to a minimum. Not knowing the details and feeling a bit awkward, I didn’t give much of a response.

It turns out most people under a certain level of seniority are not invited to anything this year. (I should say that I have a job with a lot of responsibility and am just a shade less senior than those who received invitations. I also have a large role to play at the conferences themselves, unlike many of my colleagues.) I feel demoralized by being excluded (as others must too). It’s not that the events are particularly helpful in a business or networking context since it’s colleagues only and more fun socializing than anything, but it feels discouraging not to have made the cut. How can I raise this with my boss without sounding like a whiner?

I’d be more concerned about this if you’d been singled out, or if there was no logic to who was and wasn’t invited. But it’s not all that unusual to restrict some events to people over or above a certain level in the company. In this case, I suspect it’s hitting you harder because it’s a change; you used to be invited and now you’re not, so it feels like a slight — but it sounds like it’s truly about keeping numbers down and nothing else.

You could certainly let your manager know that you appreciated attending the events in the past and that you hope they’ll be opened back up again next year. That’s useful feedback for your company to hear. But I’d try hard not to take it personally or be too bothered about it after that.

3. Job-fair-style interviews

What are your thoughts on internal “job fair” type interviews, aka an assembly line type interviews? I am a supervisor at a call center (in a suburban-bordering-on-rural area) and we’ve struggled with having not enough applicants. I thought posting an open interview like this, where anyone interested can show up during a certain time might suit us. I myself got a different pretty good call center job this way. If you have experience in this area, can you share your tips on making them effective? I’m not wanting to waste an applicant’s time on a bunch of personality quizzes or other pre-screening activities; just want to have a larger pool to select from.

If you’re having trouble getting applicants, I’m not sure this approach will change that — it might be worth addressing other factors first, like whether you can make the job posting more appealing (even just writing in clear, descriptive language and talking like a real person about the job’s pros and cons would be a huge step up over most job postings) and whether there’s something about the hours, pay, or other working conditions that might be a barrier. You also might think creatively about whether there are other places you could recruit applicants, beyond your current recruitment strategy, and you might ask current employees to brainstorm on this with you.

But if you do go the open call route, I strongly encourage you to do individual interviews with people who show up, rather than interviewing them in groups. Lots of good candidates hate group interviews, and they generally won’t give you the opportunity to probe too deeply into any single person.

4. Mentioning a side writing gig when applying for unrelated jobs

Due to upheavals and downsizing at my employer, I expect to enter the job market in the next 6-12 months. In my current position as a district manager, I among other things handle team management, training and supervision, opening of new locations, and act as a liaison with our clients. I’ve been with the company nearly six years, enjoy what I do, and will be sad to leave when the time comes.

Over the past three years, I have also become successfully active in the blogosphere, where my book review and author interview blog has led me to opportunities to publish my articles at award-winning fiction magazines, do behind the scenes work with well known editors, and accept invitations to be on panels at conventions. What started as a hobby has gone further than I ever planned or expected.

None of my blogosphere writing is at all related to my professional career, and I have been mostly keeping my professional life and my “alter ego” separate. However I am very proud of my recent writing accomplishments and would like to mention them on my resume. Is it appropriate to put on-the-side, volunteer writing on my resume when I am applying for and interviewing for management positions that have nothing to do with writing or publishing? What is the best way to do that, and/or to bring it up in a job interview?

Sure. I’d put it under an Other Experience or Community Involvement section, and if you’re applying for jobs that particularly want good writing skills, I’d highlight it in your cover letter as well. That said, be aware that you might face questions from some interviewers who will worry about whether this is a passion that will take priority over the work you’d be doing for them, whether your ultimate goal is to move into doing that work full-time. Most, though, will just find it interesting and evidence of good writing skills.

5. Answer re-do: An employee on my new team is undermining me with snark

I answered this question on Monday, but got a key detail wrong; I assumed the letter-writer was the snarky coworker’s manager, but it turns out that they’re peers, so I’m revising my advice:

I recently started a new job and learned through my manager that a person on the team had interviewed for the role I was offered. This is a new position that was formed as part of a restructure and from what I understand, the person who applied felt they were a shoo-in for the position since they have been working for the company for several years. I am completely new to the organization and the business.

Anytime someone from the team asks me a question, this person is quick to respond, “Why would she know? She’s new to the business.” I try to ignore it, but lately it has been making me feel insecure and has me wondering what I can do to protect my credibility. I tried involving this person in my business processes to diffuse hard feelings; however, they continue to comment on my limited knowledge of the business. I realize this person has more knowledge of the business but for whatever reason (I suspect poor people skills) they were not offered the job. I’m trying my best to learn, but there is no way I can get up to speed and know as much as they do, considering they have had longer exposure to business within the unit. It’s difficult enough to adjust to a new job. How do I deal with this?

Well, first, realize that your colleagues are likely to look down on your coworker for being rude and unprofessional, not on you for being on the receiving end of her remarks. They’re also probably aware that there’s a reason that you got the job rather than her (although they weren’t previously, her behavior now is certainly confirming for anyone reasonable that it was the right call). Beyond that, when she makes those comments, respond calmly with something like, “My thought on this is __.”

Depending on the dynamics, you might also consider (a) tipping off your boss off about the situation, and (b) addressing it with your coworker head-on. If you do the latter, you might try something like: “You’ve made several remarks questioning how I’d know the answer to questions people have brought me. While it’s certainly true that I’m new to the organization, I’m not new to the work itself. Do you have concerns that I can address for you?” And you might follow that up with, “I’d like to have a good working relationship with you, and I’d be appreciative if you’d let me field the queries that come my way without discouraging people from asking things of me.”