get the words “core competencies” off your resume

If you have a section on your resume called “core competencies,” please call it something else. You do not need that horrible piece of jargon on your resume, and its presence there instantly makes hiring managers’ eyes glaze over.

Call it a profile, call it a summary or highlights, I don’t care — but no one says “core competencies” in everyday conversation. Use plain language that makes you sound like a normal person, rather than like someone who got trapped in a really boring HR conference and never escaped.

my friend is a bad employee — how can I help?

A reader writes:

I’m looking for some advice to pass along to a friend. I’m a huge fan of your blog (it has helped me in two job application process, and I recommend it to everyone I know). My friends and I can’t seem to figure out what the best way to handle this situation.

I’ve to come to realize that my friend is a bad employee. I think we’ve all worked with bad employees, and I always wondered what is going through their heads. Now that I’m friends with one, it’s offering me great insight. But I’m trying to figure out what I should tell him.

Some back story: Last year, out of law school, he got a job with a small firm. He would constantly complain about the partner he worked under complaining about his work. He would get upset when he was told to write papers in a different format, and I often urged him to understand that as his boss, it was his prerogative how things were formatted and he should learn to adapt. He also grumbled about the occasional long hours or having to work weekends to get projects on deadline wrapped up. I also suspected there was a personality clash going on. After a few months, he was fired with almost no notice. I can’t say I was shocked.

Fast forward a year and he is at a new job. After a few months, the grumbling about work has started again. What leads me to believe this isn’t just a series of bad bosses is the attitude I’m seeing from him outside the office. There seems to be zero initiative or drive. Most importantly, he often complains about being criticized for making mistakes. I’ve always worked with the approach that if I make a mistake, I need to work doubly hard to fix it and not make the mistake again. Instead, he seems more upset that someone called out the mistake and less interested in fixing them.

Recently, he complained about having to stay late to fix a problem with seemingly no remorse for creating the problem himself. We also work in a city (Washington, D.C.) that is famous for expecting people to work long hours and give more than the standard 40-hour week. He almost flatly refused to work late or go in early. (He’s salaried.) I understand that he might just want to be gainfully employed with a 9-5 job and is unconcerned with advancement. But I worry, based on the complaints I hear (and the frequency that he’s mentioning mistakes), that he might find himself out of a job again before too long.

He’s also a total introvert and really doesn’t enjoy people. He avoids his office at all costs. He is a horrible networker. Plus, he’s one of those people who thinks he’s the smartest person in the room. I’m not sure humility is one of his strengths, and I’m sure that shows in his office.

I work in a different field and I have tried to offer some of my own personal experience that has led to professional success. It doesn’t seem to be sticking with him, plus he thinks the two worlds are too different for it to matter. Do you have some advice on what you can tell someone who seems to an awful employee with a bad attitude?

Well, I’m not sure this is your problem to fix.

I understand the impulse to want to help, and I can imagine how frustrating it is to be on the receiving end of all of this complaining when you can see that he’s the problem, but ultimately, you’re his friend, not his career adviser, and you’re limited in what you can (or should) do.

That said, there are a few things you could try … but you should do them with the understanding that it’s very possible that nothing you say will make a difference, or you might find yourself more frustrated than he is.

The biggest thing I’d try is nudging him away from complaining and more toward doing/thinking/changing. For instance, when he’s complaining, say something like, “It seems like your office really values X, Y, and Z. If those things are annoying you, is it the right fit for you?” Or, “Law firms in D.C. are pretty well-known for operating like that. Will you be able to be happy there, knowing that?”

Part of this is about taking the value judgment out of it (i.e., that he’s lazy/obstinate/etc., even if he is) and really zeroing in on the part of the problem that you as a friend have standing to care about: He’s unhappy with the situation he’s in.

But you also have standing to function as a reality-check, as long as you do it with a fairly mild and non-judgmental tone. For instance: “Hmmm, what you’re describing seems pretty normal to me. Most managers want A, B, and C.” Or, “Mistakes at work can be a really big deal, especially if your manager doesn’t get the sense that you’re taking it really seriously. What’s worked for me in the past when I’ve made mistakes is….”

But you’re going to have to be careful not to make his problems your own. Be a sounding board and point out where what he seems to want is at odds with where he is, but don’t get drawn into feeling responsible for changing him beyond that.

(The one exception to this: If you have an extremely close friendship and think that he would value a kick in the ass from you, then you can have one serious heart-to-heart with him — as in, “I want to talk to you about something that’s really worrying me. What I’ve seen from you is XYZ, and I’m worried that it is impacting your career and ultimately will make you far less happy than you could be.” But that’s for extremely close relationships only, and you pretty much have to drop it after that.)

Read an update to this letter here.

what to do if you’re getting laid off

Layoffs can come as a shock – one minute you’re happily doing your job, with no thought of unemployment, and then next moment you’re out of a job. Even when you’ve had an inkling that the company might be thinking of making cuts, hearing that it’s you who’s been cut is painful news that can leave you reeling.

The best thing you can do if it happens to you is to try to stay calm and remember the following.

1. Negotiate severance. Your company will probably offer you some amount of severance payment. This is often negotiable – especially if your company has special interest in getting you to sign a “general release,” the standard agreement that in exchange for severance payments releases the company from any future legal claims stemming from your employment there. You won’t always be successful in trying to negotiate more, but sometimes you will and it never hurts to try.

2. Ask about logistics, like how long your health insurance coverage will last and whether your accrued vacation time will be paid out. Some of these logistics may be negotiable as well. For instance, you might try to get several additional months of health coverage.

3. Negotiate what will be said about why you left and your performance. You want to know precisely what your employers will say about you to any reference-checkers who may contact them. This statement itself is often negotiable, and now is the time to bring it up.

4. Collect as much information about the circumstances of the layoff as you can. While you don’t want to push the company for information it’s not going to release, it’s helpful to understand as much as you can about the size of the layoff and the reasons for your position being part of it. In future job interviews, it will be helpful to be able to explain that, for instance, you were part of 200 positions that were cut, or that the company was eliminating your job function entirely.

5. Be gracious with colleagues. While it’s obviously worse for you, layoffs are hard on the people left behind too, and co-workers often won’t be sure of what to say. As with a death, some people aren’t sure what to say and so avoid the topic altogether. By being gracious yourself and not bad-mouthing the company or otherwise putting co-workers in an awkward position, you’ll make it easier for them to maintain the relationship with you and reach out to you in the future with job leads and other overtures. Speaking of which…

6. Ask your manager and former colleagues for help finding a new job. Don’t be shy about doing this or think that it will be too uncomfortable to ask. It’s normal to ask, and many laid-off people have found their next job by making precisely this request.

7. Don’t do anything rash, particularly in anger. While it might be momentarily satisfying to tell off your boss on the way out the door, or to bad-mouth the company to clients, resist the impulse. You’ll harm your own reputation at exactly the time you need it in good shape for your job search.

8. File for unemployment immediately. Even if you think your job search won’t take long or your savings can sustain you, file for unemployment – because you can’t predict how long it will take to find a new position (particularly in this market). And file right away, because it can take a few weeks for benefits to kick in.

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

my manager uses my email when I’m away, bruises at work, and more

It’s wee answer Wednesday — seven short answers to seven short questions. Here we go…

1. My interviewer wants to know what questions to ask me

I have an interview tomorrow and have been asked to write down and bring five questions that I want to be asked. That’s the first time I’ve seen that. Any thoughts?

It’s a kind of cheesy way of saying, “What should we know about you?” But it’s a good opportunity to make sure that lackluster interview questions won’t get in the way of you demonstrating your qualifications. I’d use questions focused on things like “Tell me your experience doing ___” or “tell me about a time that you had to (fill in the blank with a key skill the position requires)” — things that will let you showcase what you’d bring to the role. And then obviously, be prepared with great answers to the questions you bring.

2. Visible bruises at work

I was reading a blog post about a woman who frequently came to work with bruises from mountain biking, and it got me thinking about the topic of scrapes and bruises in the office. I get a lot of bruises on my legs from powerlifting, but I never wear skirts in the workplace anyway, so it’s never been an issue, but I do sometimes wear dresses at conferences and networking events. I live in a major city in the South, where bare legs and arms are very common. What do you think?

Interesting topic — I’ve never thought much about it! My initial take is that anything more than very minor bruises or scrapes is indeed generally going to look unprofessional if they’re on an easily covered area like arms and legs. (And assuming, obviously, that you’re not recovering from a major injury.) I can’t defend that stance at all though, and would love to hear what others think.

3. Can I ask my friend to recommend for me for a position at her new company?

I am applying for a job at a company, and I recently found out that a friend of mine whom I’ve worked with on a semi-professional capacity (babysitting and her wedding shower) recently got a job with the company. I have made it through the first round of interviews, and I was wondering if it would help to have her give a recommendation. The only thing is, she is really new with the company (still in training for her position). Would it be asking too much of her to ask for a recommendation, and would the recruiter take her recommendation as worth much since she’s still pretty new to the company herself?

It wouldn’t be asking too much of her, but you should make it very easy for her to say no if she’s not comfortable with it.

Her recommendation won’t carry as much weight as someone with an established track record there, but it will still count — having someone they’ve determined to be intelligent and sane vouch for your intelligence and sanity is valuable. That said, I don’t think she can really vouch for your *work* — babysitting and planning a shower don’t really allow for that (unless your field is child care or event planning), but she can certainly say, “I think my friend Jane might be good for this. She’s smart and savvy and has great experience.”

4. Can I get this employer to allow me a more flexible schedule to attend school?

I am finishing a career-relevant graduate degree in a part-time, evening program. During interviews for a job, I was asked multiple times how I intend to juggle school and work. I emphasized that the classes are at night and that I’ve had no problem balancing the two before. They told me that the company is typically not flexible, with most people working 8 am-5 pm.

I was just offered the job and would love to accept. But I also just learned that twice a week, I will need to be at school around 5 pm, requiring me to leave the office by 4.15. Of course, I’d arrive early those days and could work extended hours on non-school days. Do you think there is any chance for negotiating this with my potential employer, and do you have any tips for doing it? I’ll note that the job is not in sales or any position requiring customer interaction during normal business hours.

All you can do is ask. It sounds like they were foreshadowing for you that they might not be able to offer you flexibility, but there’s no reason not to ask, and they might say yes. I would stay away from trying to push it, though, if the initial answer isn’t yes — even if you make a great argument for it (the position doesn’t work with customers, etc.), you don’t want to push your way into this if they’re not truly receptive to it, because that’s a recipe for ending up in a situation where technically have the flexibility but in reality are judged and penalized for it. So just ask and see what they say, but don’t push it too hard.

5. Can my workplace ban me from the premises when I quit?

I just quit my job as a server last week. When I was walking out, my manager told me I would not be allowed back to the restaurant for 3 months. Is that legal? I could understand if I was fired.

Sure. They can’t ban you from their premises for reasons like race, religion, or other protected class, but they can ban you just because they don’t like having former employees around. I don’t quite understand their reasoning for it though, unless they assume that you’ll come by and distract their remaining staff by socializing.

6. My manager and coworkers use my email while I’m away

What is the proper policy when going on vacation for your email? Mine is being hacked by my manager and fellow employees. Normally I set my email to an “out of office” auto response so the sender knows I am out of office and it gives other contact information for my company if necessary. I also check my email occasionally from home or travel. This has worked for well over 10 years. But recently when I am away, my manager changes my password and opens my email and computer for anyone in the office to use. As there is sensitive information on my computer and I am held accountable for work I complete, I don’t like the idea of people having access that can create mistakes, especially since there is a lot of back-biting in the office. Anyone can access information on my computer they need through our shared network without hacking into my computer. Am I wrong?

Nope, and I don’t think most people would like that. You can certainly talk to your manager and express your concerns. Try to figure out what they need while you’re away that they’re using this method to accomplish, and see if you can suggest alternatives. Ultimately this is your manager’s call, but it’s certainly reasonable to speak up about your concerns. (I would not, however, use terms like “hacking,” since that implies illegal access, which isn’t what’s going on here.)

Read an update to this letter here.

7. Reaching out to other employees at a company I’m interviewing at

I currently work in one state, but I am planning on moving back to another state I previously lived in (primarily for personal finance reasons). I’m in the process of interviewing with a company that seems like it aligns with what I like in a culture, my work experience thus far, and what I’m looking to get out of the next step in my career. This company has offices in multiple cities, and so I’ve spoken to the HR person who works out of the office in my city and one of the HR people who works in one of the other offices in the country, who has a slightly closer relationship to the group that works in the city I’m moving to. Both, of course, have expressed that this is a unique opportunity, and I think have been pretty honest about both the benefits and draws of this position.

Would it be terribly inappropriate to reach out to someone on LinkedIn who currently works for that company in a position very similar to the one I’m interviewing for with questions about their personal experience there? Or would it come off as trying to get an in with them (which it wouldn’t be, I just think it’s always good to hear from the people who do the work every day in addition to those who are responsible for filling open positions)? I just want to be sure since I’m interviewing from afar and therefore it can be difficult to tell without visiting an office.

I wouldn’t do it at this stage, although it’s something you could do later in the process if you’re a finalist or if you get an offer. Otherwise, yes, it does come across as trying to get a backdoor “in,” going outside their established process, and using their employees’ time before they’ve determined that you’re enough of a serious contender that they’d want you doing that. But it’s definitely something you can ask about later on in the process.

no, you should not call your recruiter at home (and other jaw-droppingly bad advice from salary.com)

Lots of people have been sending me a link to an awful article that ran recently on salary.com. I’d been hoping to ignore it in disgust, but enough of you have sent it to me that my attempt at just repressing it from my brain clearly won’t work.

So let’s take a look. It includes gems like these:

“Try turning the tables on recruiters. Recruiters don’t think twice about calling someone at home so why should you? With a little bit of sleuthing on sites like ZabaSearch you can find out a recruiter’s home phone number and address. Be prepared to deliver a flawless introduction or voicemail and, if need be, follow up with that Starbucks card sent to their home. If the thought of this gives you hives…toughen up!”

Right, because that’s not incredibly annoying or creepy.

“Forget the resume and just send a cover letter that has highlights of the resume quoted. Choose excerpts that are particularly relevant to the job you’re applying for and in the letter say something like: ‘Knowing how busy you are, I imagine it is impossible to do justice to every resume you receive. If you’d like to look at mine, drop me a line and I’ll have it delivered to you.'”

Seriously? In a crowded job market with plenty of well-qualified candidates, expecting a hiring manager to write back to you just to ask for a copy of your resume isn’t going to happen. They’re going to wonder why you didn’t just send it the first time, be annoyed that you’re inconveniencing them in your attempt to serve yourself with a warped idea about how to “stand out,” and probably just delete you and move on to the next candidate, who probably did follow the application instructions. Unless you’re in an incredibly in-demand field, this is terrible advice — and if you are in an in-demand field, you wouldn’t need to do something like this.

“Don’t fall into the ‘send resume and salary expectations’ trap and forgo engaging on your terms. Instead, send a (one-dollar) Starbucks gift card and suggest meeting for coffee at a nearby location. At that time bring your resume taped to a pound of fresh-ground coffee. Remember, one way or another, getting an interview can be a grind. Why not enjoy it?”

This is not a good idea — you will look gimmicky and overly salesy. It will be off-putting to any good manager. You will look like you don’t understand how hiring works, like you have no confidence in your skills and experience speaking for themselves, and like you will be the person who expects to get by on flash rather than merit once on the job. Do not do this.

“You want your resume to be short, concise and eye-popping. Add the logos of employers or big-name clients in the left margin of a single piece of paper. Edit the resume down to less than 250 words. At the bottom put ‘Detailed work and achievements available for serious recruiters only.’ If you can’t get the doc to look slick find someone who can.”

Yes, because that’s what hiring managers want — slick documents with very few details about what you’ve actually accomplished. And the note at the bottom? It might as well say, “I’m a giant d-bag with an inflated sense of self-importance and little sense of how hiring works.”

“Get your references to give you a single word or short sentence that best describes you. Compile a single-page document listing each reference and referrer with contact info in the margin. In the body write: ‘A recent study finds the best candidates often fail background checking. Call any one of us for a personal introduction to (your name) and cut to the chase.’ Follow up, explaining one of your referrers suggested you call.”

There is no such study. This will make you look like an ass.

At this point, I just want to cry.

I swear, this is like the job search version of the advice on getting women that runs in magazines like Maxim — it’s for entertainment only. There really should be penalties for malpractice for this type of thing, or it should at least come with a warning label.

managing a high-performing, high-drama employee

A reader writes:

One of my employees is great at her job. She has about 20 years of experience on me and is truly the rock star of our team.  However, with certain deadlines, she tends to put too much pressure on herself and gets frustrated. The level of emotion, I feel, makes it even harder for her to resolve what are already difficult problems.  And she tends to involve others in her stress, which sometimes brings the whole team down. 

In the end, she always meets the deadline and solves the problem.  And she usually comes to realize how futile all the “sturm und drang” was.  Yet, inevitably the cycle repeats itself every time a new problem comes along. However, I struggle to find ways to encourage her in the moment that is helpful but not patronizing. Any tips?

Have you talked to her about the problem? It sounds like you’ve been trying to address it from the side – trying to calm her down and relieve her stress without actually addressing what’s happening head-on. You need to have a direct conversation with her, just like you would about anything else that was impacting her performance.

Sit down with her – not during the middle of a stressful project, but afterwards – and tell her that she does fantastic work but there’s something you’d like to see her work on improving in. Tell her you’ve noticed she tends to get anxious and frustrated before big deadlines, and that her frustration makes it harder to solve problems quickly and impacts the rest of the team. Be explicit that while her work itself is excellent, her work style has the potential to limit what she achieves. And then tell her that you’d like to work with her to find strategies to minimize her stress reactions, so that she and the people working with her have calmer environment during these periods. (And frankly, simply articulating the issue to her might get you partway there; if she doesn’t realize the impact it’s having, just hearing the problem named might help her rein it in.)

Sometimes managers shy away from giving developmental feedback to high performers, figuring that that they’re doing such a great job that they shouldn’t criticize any aspect of their performance. As a result, high performers often end up missing out on feedback that could help them do even better, because their managers figure that it’s not worth having a potentially difficult conversation when their overall performance is strong. And that’s terribly unfair; your high performers deserve to hear how they could grow just as much as anyone else. So talk to her.

Read an update to this letter here.

can I fire an employee by phone or email?

A reader writes:

I have wanted to fire a full-time employee for the past two weeks, but she hasn’t been in, despite telling me on numerous occasions that she will be… “I’ll definitely be in tomorrow!”

I manage a small business and need to fire her so I can start looking for her replacement as soon as possible.

Is it therefore acceptable to fire her via email or phone? I like the idea of email so I have a record of what was said.

Normally you should never fire someone by phone or email. You should do them the courtesy of having that conversation face-to-face; you are, after all, impacting their livelihood in a very big way. One exception to this would be if the person works remotely, in which case a phone conversation would be reasonable. But email should never be an option — it’s too cavalier, it doesn’t allow for an actual conversation, and you have no control over the timing of when they see it.

However, in a situation like yours where the person is making it impossible for you to have a face-to-face conversation, you can absolutely call her instead. You’re under no obligation to wait for her to decide to show up; she’s supposed to be there, she isn’t there, and you don’t need to allow that to thwart your timeline.

Now, if she had only missed a day or two, or if she was out sick or on vacation, that would be different — you don’t blindside someone with a firing phone call just because they happened to be out sick with the flu on the day you planned to fire them. You don’t do that both because it’s unkind and because one of your most important audiences for stuff like this is other people — the rest of your staff and even potential future employees. You don’t want people to hear how you handled this and assume you’ll treat them similarly cavalierly one day.

But that’s not the situation here; you’re dealing with someone who has basically forfeited her right to that kind of consideration, by repeatedly telling you she’d be in and then not showing up.

That said, you should still call her rather than emailing, because it’s a more respectful way to handle it.

If you’re unable to reach her by phone after several tries, then at that point you don’t really have any options other than to resort to email — but at that point you can say, “I wanted to have this conversation with you in-person, or at least over the phone, but I’ve tried repeatedly to reach you without success and you haven’t been coming into work.”

(As for your concern about wanting a record of what was said, you’re absolutely right that that’s useful to have — but not useful enough to justify making such a big announcement by email as long as you have other options. You can, however, create a record of the conversation immediately afterwards by writing a memo about the conversation, and can even write out what you’ll say ahead of time so that you can include the most important pieces of the conversation in that memo word-for-word. This memo can be to yourself, to HR, to her file, or whatever makes sense in your context. You can also email her a summary of your decision after you talk with her, although you should be aware that that can come across as rubbing salt in the wound so be thoughtful in your wording about why you’re sending it to her.)

how much does nervousness matter in job interviews, avoiding office drama, and more

It’s tiny answer Tuesday — seven short answers to seven short questions. Here we go…

1. How much does nervousness matter in job interviews?

I am a recent college graduate who, by now, has been on many interviews. I recently heard from a friend at a company where I made it to the final round of interviews (which included 4 hours and 5 different interviewers) that I was their number one candidate and everyone really liked me. The catch? I was nervous during one of the interviews. What is your measure or idea on nervousness during an interview? Is it really a deal breaker? I understand sweating, shaking, and being unable to answer a simple question as too nervous, but where is the line drawn? Some background on that particular time, I was in the middle of finals period for my final semester of school.

Whether or not nervousness matters depends on (a) the job and (b) the way it impacted your interviewing. Nervousness can be a problem if the role really requires someone unflappable — for instance, in a role that deals with high-pressure situations, difficult people, or lots of public speaking. It can also be a problem if your nervousness prevents the interviewer from being able to get a solid sense of who you are.

In your particular case, I think we’d both need more context to make this feedback useful in any way. It might be worth asking your friend if she can give you a better sense of exactly what the concern was.

2. Managing an employee who doesn’t communicate well

I thought that maybe you or your readers would have some suggestions for helping me work with an employee who doesn’t communicate well. To give you some background, I work in a fairly specialized industry and this employee has many more years of experience in this industry than I do. My role is more “managerial” and big picture and I am rarely involved in day to day tasks. This employee is very responsible, professional, and conscientious, but I very often have a very hard time understanding what he is trying to say. His pronunciation is clear, but the words just don’t make sense! It does not matter if the subject matter is specific and technical, or even something as general as his pets or vacation time. His verbs, pronouns and nouns don’t agree with each other, and it seems like he really talks in a “word salad.”

Every interaction takes much longer than it should and I have come to dread discussing anything work related. I have tried to communicate by email, but his writing is even worse than his oral communication. I also tell him when I don’t understand what he is saying, and he eventually (but not always) explains himself, but his overall communication the next time will still be extremely vague and confusing.

I am honestly at a loss at how to get him to communicate better. I really have never had this problem with anyone else in my professional or personal life. All of the other employees have the same issues with him, so I don’t think it’s me.

Have you talked to him about the problem? That’s where I’d start; he may not even know it’s an issue. Alternately, he might be painfully aware, and it might be linked to a disability, for all we know. If it’s not, though, then it’s certainly something that you can give him feedback on and ask him to work on improving. That said, this doesn’t sound like something he’s going to be able to change quickly — so you might need to decide if this is something you’re willing to live with or not. (I’m hard pressed to think of how this wouldn’t get hugely in the way of him being able to do his job effectively, but I suppose it’s possible that he does a type of work where it doesn’t.)

3. How to tell your coworkers to stop trying to draw you into office drama

I am new at my job. I like my job. I like my boss. I like my colleagues. But my colleagues do not like my boss and have been quite vocal about it in the office. The boss (along with management) seemed to have cracked down on the loud complaining, and the sniping seems to have stopped in recent weeks. But in the past couple of days, some of the complaining colleagues have decided to approach me and try to rope me in to their dislike of my boss.

It is none of my business who likes or dislikes whom in the office and I don’t want to make it my business. But the attempts at pulling me in to the intrigue and drama by those who dislike my boss is getting to be very annoying, and my attempts at ignoring them seems to have just made them bolder in trying to rope me in.

Should I just be straightforward with my colleagues and say something like: “I realize you dislike XXX and that is your business if you do. I don’t want to be involved in any office drama or conflict. I just want to do my job, earn my paycheck, and live my life outside of work. I don’t want or need any additional stress in my life. So please stop trying to bring me into your conflict with XXX. I am simply not interested.”

Is direct the way to go in this type of situation? Do it privately or say it so people can hear so there is no ambiguity where I stand?

That’s a bit too much, I think, particularly the last part of it. I don’t think you need such a formal statement. You could simply say, “I realize you don’t like Jane, but I don’t have a problem with her, and I want to stay out of any conflict.” If pressed further, you could add, “I really don’t want to be involved in any conflict — I just want to do my job and get along with everyone as best as I can.”

Be prepared, of course, for that to make them dislike you too. If you want to ward that off, you could go with a more low-key approach — ignoring it when you can and nicely saying “I don’t want to get involved” when you can’t.

4. Can I accept a job offer but warn them that I’m still hoping to hear back about a different job?

I recently graduated and started applying for work. I just got a job offer from a small energy company. It is a company that isn’t really in line with my interests, but is still something I could see myself doing for a couple years. However, I also applied for a job that I think would be my dream job working for the university I graduated from. I applied a very short time ago (well within the point where they still may give me a call), and I’m afraid that if I accept this position they’re going to call me in a few weeks and I might get an interview and the job.

So my question is, if I accept this position, should I tell them that I’ve also applied somewhere else and its my dream job and if they call I would be very interested in taking that position? Or should I accept the offer and give up on the other job?

You can’t accept an offer with a caveat that you might change your mind and take a different offer later. You have to either take this one now and accept that you’re not going to pursue the other one, or turn it down. Keep in mind that the other position hasn’t even reached out to you yet and might never do so. And also keep in mind that you have no idea whether it’s your dream job or not. (Statistically speaking, it’s almost certainly not.)

5. How to word an email after an interviewer misses your scheduled phone call

While job hunting, I’ve had several experiences now of getting stood up on phone interviews. Via email, I’ll have scheduled a phone interview with someone, and then never get a call. Each time, I then agonize over how to write a follow-up email without seeming too passive or too aggressive (or passive-aggressive, of course). Could you recommend an approach toward these follow-up emails?

Yep, it’s very common and very rude.

Your email should say this: “We had a phone interview scheduled for 3:00 today, and I’m checking in since I didn’t hear from you. I’d love to speak with you about this position; would you be available to reschedule for later this week?”

6. How to reward high performers when you can’t give raises

I am not in a position where I can offer raises as rewards to high-performing members of my staff. I work at a university where budget is pretty tight, and my boss, while understanding of my predicament (he’s worked with one of my high-performers for much longer than I have and is in agreement that she is underpaid), has made it pretty clear that there’s no room in the budget.

How can I reward my high-performing staff when my hands are tied about raises? The university’s HR has a supply of university-sanctioned goodies, i.e. water bottles, umbrellas, etc. with the university logo on them, and in our management training with HR, they suggest we use these. Frankly, I find saying, “you do great work! here’s a water bottle!” to be demeaning, but since I’m pretty new to management in general, I’m not sure what to do in this type of situation.

Ask them. Tell them that you don’t have the flexibility you’d like on raises, but that you want to find other ways to recognize good work, and ask what would be meaningful to them. You might hear about other things that would be within your power to do, whether it’s flexible work schedules, additional time off, training opportunities, or who knows what. (And yes, plenty of these may be out of your hands too, but you should ask the question and find out, and you should advocate to your boss for the ones that seem reasonable and doable to you.)

Water bottles and umbrellas should not be part of this. Your university’s HR system needs a good shaking.

7. Should I tell my manager I might need to live out of my car?

I have found myself in a situation. I have spent the last two years living with a married couple that have a lot of issues with their marriage. The husband recently decided to purchase a house that is located about an hour and 15 minutes from where I work. I work part-time in two positions at the community college where I work, and go to school full-time to get a four-year degree. I don’t have the money to make this daily commute from the new residence. I also don’t make enough to get an apartment on my own. As it stands right now, I usually have to choose between buying groceries (I have to feed all three of us) or gas to get to work.

My only option at this point is to live out of my car. I’ve called around to agencies that help people in this position, and the basic consensus has been that I just make a little too much, and that I have a car that is worth more than $2,000 so they can’t help me. I had one person tell me to have a baby and I will get help. What I want to know is, do I disclose this to my manager? If nothing works out, I may have to suddenly pack up and leave, as I have no family in the area and may have to go live with someone, and I know that while that will look negatively on me, I don’t want her to think that I suddenly decided to walk out on the job.

How awful. I’m sorry you’re in this situation. I don’t think you’re obligated to talk to your manager just in case you suddenly need to leave the area (because you could just talk to her at that point if it happened), but I think you should consider talking to her if she’s someone you trust and feel comfortable talking with — in part because she may be able to help you find additional sources of help.

I wonder if it might also make sense to put school on hold if that would allow you to temporarily work more hours / bring in more income, until you get through this patch. Other possibilities to think about: Can you find someone else who needs a roommate? If you’re in a metropolitan area, there are usually lots of housing options with roommates, even though they’d be strangers. If your employer has an EAP, can you check with them for advice and resources? What other advice do people have?

how to fire a volunteer

A reader writes:

My question is not regarding my job, but regarding a board I serve on for an alumni association. We are all volunteers, and we have various committees that other alumni serve on. It’s hard to get much help sometimes, so we try to find something for anyone who wants to help to contribute.

However… We have one volunteer who seems to suffer from delusions of grandeur. He is not an elected board member, only a volunteer on one committee. He talks about his “position” as if it’s a real job, and even gave himself a fake title that doesn’t exist and told others associated with our organization that this is his “job” and that we have given him “authority” to do certain things that we haven’t.

The head of this committee, a board member, is fed up (as am I–he has told other board members in IMs, which we of course share with one another to confirm, that I’ve given him permission to say/do things that he never even discussed with me). At first, we gave him the benefit of the doubt and assumed he misunderstood, but after so many times it’s clear that he is making things up to further his perceived importance. He came into this annoyed that his ideas had been ignored in the past and hoping to implement them through us. These involve him soliciting corporate donations. We don’t want him representing our organization to the public.

If this were an employee, the answer would be easy! In this case, I know his reaction will be “you said you needed volunteers and then you turn away someone willing to help?” And yes, bodies are good, but we don’t want to be misrepresented or lied about, and he is not willing to follow the procedures of our organization (or says he is, then does the opposite, then claims he misunderstood).

As we discuss this further, I’d like to support the committee chair’s decision if she chooses to “fire” him. My instinct is that we need to be very clear about why he cannot be involved without being too soul-crushing, but I do think we need to be honest that his actions are in direct conflict with our mission and goals. If that leads to him telling others we mistreated him, that’s probably not as bad as having him out there running off his mouth to potential supporters.

How would you handle this?

How clear have you/the board been when you’ve talked to him about this in the past? Has anyone directly and clearly told him, “It’s not acceptable to do XYZ, and while we appreciate your work, if that continues to happen, we can’t allow you to continue in this role”?

Oftentimes, people have conversations about issues like this that aren’t that direct. They soften the message because they’re uncomfortable delivering a tough message, or because they think a softer message will still get the job done. And then they’re frustrated when the problem continues. This is common in employment situations, too — and it’s even more common in volunteer situations, where people feel extra uncomfortable because the person is working for free.

So that’s my first question. If he hasn’t heard a clear and unequivocal statement that this needs to stop, someone (probably the board chair or committee head) should deliver one.

However, if you’re at the point where his behavior has convinced you that a clear and final warning won’t make a difference, and your concerns about his judgment are so serious that warning him and then waiting to see if it sinks in would simply prolong the inevitable (and potentially give him more time to do additional damage in the meanwhile), then you’re under no obligation to wait. You can move to the final step right now, which would be removing him from his role.

To do that, the board or committee chair should tell him: “We really appreciate all your work. However, your not following our policies and misrepresenting your role in the community has been an ongoing problem, and as a result, we’re removing you from your role on the committee.”

It’s going to be important for you all to keep in mind that it doesn’t matter that he’s working for free. You have certain work that you need done and certain policies that must be followed, and if it’s unwilling to follow them or incapable of following them, then the organization can and should turn down his help. You can be kind about this, and openly appreciative of the work he’s put in, while still being firm about the fact that it’s not working out.

If he pushes back or questions why you’d turn away volunteer help, simply say, “We do appreciate help, but we need volunteers to be willing to work within our procedures. Being a volunteer doesn’t change the need to comply with our rules.” And if he continues to push, then you simply say, “The decision is final. We hope you understand.”

Good luck.

my coworker wants all of his calls screened for him

A reader writes:

At my office, there are two receptionist/assistants who are responsible for answering the phones. I’m the assistant to the president and am third in line to answer if they aren’t able to pick up.

A coworker insists that we screen his calls and find out who is calling and what it’s regarding. He is the only one in the office who asks this. After we’ve done this and relayed the information to him, he ask us to put the majority of his calls into his voicemail. This becomes an issue because telling him it’s a coworker from another branch isn’t adequate. He is the CFO, but the President, VP and Director of Sales don’t request this kind of detailed screening. And they take their calls.

When is the limit reached for putting calls to voicemail instead of taking them.? What’s the protocol on this?

Honestly, there’s no real protocol around this. Many people ask to have their calls screened or sent to voicemail. After all, if you’re in the middle of working on something, it’s not unreasonable to want to whether a call is important enough to interrupt a particular piece of work. Most people who have direct-dial lines and Caller ID use the Caller ID as similar screening; your office’s system is simply a bit more low-tech and thus requires a little more work from the person answering the phones in order to accomplish the same thing.

But the behavior itself isn’t inherently objectionable. It could certainly become objectionable if it’s causing problems in his work because he’s not being responsive enough to people or is too difficult to get ahold of … but that’s not your call to make.

Of course, if you’re hearing complaints from people about their difficulties getting in touch with him, it would be appropriate to pass that along to him, and potentially to someone else in a position to assess the situation. And if his screening requests are impacting your ability to get your primary work done, you should mention that to your own manager.

And even if none of that is the case, you could certainly say to him, “Bob, I’ve noticed that you want most of your calls to go to voicemail. Would you like me to start sending them straight there?” But aside from that and the conditions above, this is really his prerogative.