how to tell a rude job candidate that I don’t want to interview him after all

A reader writes:

I called a candidate for an interview and left a detailed message of when and where to call me back. When this person called back, he was very rude with our front desk clerks and stated he was not sure who called.

What can I say to this candidate? I don’t want to schedule him for an interview based on the complaints I received back about his actions. I had initially contacted him for a position where the customer service is very important, and if he couldn’t even be nice over the phone it makes me not want to waste my time. What can I say when this person calls back?

Well, you have two choices: Tell him the truth, or be vague.

If you’d rather be vague, you can simply say, “We’ve since moved forward with other candidates, but I appreciate your time.” (And if you go this route, you could simply send him an email right now saying this, rather than waiting to see if he calls back.)

If you want to tell him the real reason, you could say, “To be honest, customer service is very important for this role, and we’re assessing those skills in every contact with candidates. The person who took your earlier call had concerns about the way you handled the call, and so I don’t think the position is the right fit.”

The arguments in favor of giving him candid feedback are (1) you’d be doing him a service by letting him know the impact of his phone manner, and (2) the principle of the thing — someone who was rude to the receptionist should hear that it’s not okay.

The arguments against giving him candid feedback are (1) you’re opening yourself up to a potentially rude or hostile reaction, (2) you have no obligation to coach this guy on his job search skills, let alone to open yourself up to potential hostility as a result, and (3) one could argue there’s no point; you know you’re not going to hire this guy, so you might as well just move on.

Which way to go is really up to you. I’m a fan of giving candidates feedback when it’s not awkward and is easily delivered. But you certainly don’t need to, and could go the easier (and vaguer) route instead.

5 bad excuses preventing you from finding a new job

If you’re unhappy at work, you’ve probably thought about finding a new job – but if you’re like a lot of people, you never seriously start searching because your own fears hold you back. Take a look at these five common excuses for not job-searching  and see if any of them sound familiar.

1. I can’t leave my team hanging in the middle of this big project. There’s rarely a “good” time to leave a job. If you wait for the perfect time, you might be waiting forever. And even if you leave in the middle of an important project, your team and organization will manage to get by, no matter how bad the timing. And no reasonable person will blame you for the timing; this is just how this stuff works, and most people understand that. So job search when you feel ready, and then once you accept an offer, give as much notice as you can, leave your work in good order, and provide thorough documentation for your replacement. That’s all you can do, and all that is expected of you.

2. My job, despite its flaws, is familiar to me, and I feel anxious or sad about leaving. Even when you know leaving is right, leaving the familiar and going somewhere new can be hard; it’s the unknown, you don’t have a routine there, and it can be daunting. As bad as a job might be, there are still usually some things that you like or at least feel really comfortable with, even if it’s just the physical space you work in or your routine of getting a sandwich from the deli downstairs every afternoon. It’s normal to feel this way; the key is just not to let it get in the way of your making good decisions for yourself.

3. My manager has really gone to bat to keep me. Your manager might have pushed hard to get you a raise, a promotion, or better assignments, even using her own political capital to do so. But this doesn’t obligate you to stay forever. It does obligate you to speak up if she’s in the midst of pushing you to get you something when you know you won’t be around in a few months – but if it’s already happened, and especially if it was a year or more ago, you don’t need to feel tethered to a job you’re ready to leave. If your manager is good enough to inspire this kind of loyalty, she’s going to understand that people move on.

4. In this market, it will be too hard to find a new job. Job searching in this market istough. But people are getting hired every day, and fearing that you won’t be able to is no reason not to even try. Besides, if you lost your job tomorrow, you’d have to find a new one, no matter how tough the market, right? So put together a strong resume and cover letter, talk to your network, and start throwing your hat into the ring for jobs that interest you, and see what comes of it.

5. If I go somewhere new, I’ll lose the status and respect that I have at my current job. When you’ve established yourself in one organization, and enjoy the credibility and respect that accompany everyone knowing your work, it can be hard to imagine having to build that all over again somewhere new. But there’s also a price for staying where you are when you know you really should be moving on – whether it’s staying in a situation with a difficult boss, or a job where you can no longer advance, or with an organization that won’t pay you what you’re worth. And you presumably earned that status and respect at your current job, and you’ll earn it at a new place too. (And having that respect from a whole new group of people is a great move for your career!)

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

getting paid in pizza, asking for a raise via email, and more

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

1. I bombed an employment test — can I ask to retake it?

I just got back from an interview and made a really terrible mistake! They gave me a proofreading test, and I bombed it – I missed around 60% of what I was supposed to catch. The thing is, this is very out of character for me. I normally produce error-free or close to error-free work and have consistently done so in my past occupations. I was very nervous, and I think I blanked out because of that. I feel like the rest of the interview went reasonably well, but unfortunately, proofreading is a substantial part of the job, so I know that what I did was very detrimental.

I’m wondering if there’s ANY way at all to mitigate this situation? I haven’t sent my thank you/follow up note yet, and I’m wondering if there’s something I can say in there to address this and explain that it’s out of character? Would it be appropriate to say something apologizing, explaining that it’s out of character for me, and possibly mentioning that if there was any way to give a second demonstration of my abilities, I would very much appreciate that?

I feel very bad about this, more so because it’s so unlike me and I let my nerves get the better of me. I want to communicate to the employer that this isn’t a reflection of my work without coming off as panicked/desperate. Is there a way I can do that, or have I basically lost my chances?

You can definitely try saying that you know your nerves got the better of you and that you’re normally a carefully and neurotic proofreader (people who want proofreaders love neurotic ones), and that you’d be grateful for an opportunity to retake the test if that’s possible, but that you understand if it isn’t. They may or may not agree, but you have nothing to lose by asking.

2. Can we be paid in pizza and beer?

I work for a mid-sized company (800 employees) that’s been in business for 10+ years (yet upper management tries to convince us we’re a start-up, but that’s a whole different thing all together). I’ve been in the same department for almost 3 years now and we are all salaried, but non-exempt employees.

When I first started in my role, it wasn’t uncommon to see emails requesting people to work overtime, and it was always clear it would be compensated and how much compensation there would be (usually time and a half).

Now these requests still fly into our inboxes at least once a month, but the compensation drastically changed: from time and a half to pizza and beer. Although it always says it’s voluntary to participate in these 3-5 hour “after hours” overtime shifts, several of my trusted coworkers and I have commented that management seems to subtly retaliate against those who don’t partake. We’re all folks who have a degree and although this is a job most people take straight out of college, we are still professionals and we are adults — not a fraternity! I much rather get paid in money than pizza and beer (which, frankly, I can buy myself if I really wanted to). My question is: is this even legal, working for pizza and beer? I don’t know if HR knows about this (I assume they don’t).

If you’re non-exempt, your employer is required by federal law to pay you overtime (time and a half) for all hours over 40 worked in a single week. It’s not optional. Pizza and beer does not count, and you cannot “volunteer” to waive overtime pay.

3. Can I make my raise request via email rather than in-person?

I have prepared myself for asking for a raise and I think I have sufficient arguments and enough space considering my salary at the moment and my contribution during previous years in the company. The thing is that I strongly believe that it could be presented better if it is written and summarized in email rather then in ordinary conversation with my boss. Should I write an email and how does that look in eyes of my employer?

It’s not the worst thing in the world, but it looks a little weird — like you were afraid of advocating for yourself/your work in-person. This tends to be a face-to-face conversation.

Also, how long is this email you’ve written? If it’s longer than a few paragraphs (which I suspect it might be, based on your belief that it’s better presented in writing), it’s too long.

Anyway, if at all possible, talk in person. You can certainly use notes to remember the points you want to make, but talk face-to-face.

4. Grieving at work

I lost my sister late last year, and I am just now starting to process the loss, if that makes sense. Her death was unexpected and early. How do I handle crying/sadness at work? I try hard to stay focused and busy, but sometimes a random thought will just bring on the waterworks. Most of my coworkers know, but that doesn’t make it any easier.

How awful; I’m so sorry. If you’re with others when it happens, it’s fine to say, “Excuse me, I need a minute” when you start to tear up or feel emotional; people will understand. If you’re alone at your desk, it’s fine to close your door or — if you don’t have your own office — go somewhere more private, even if it’s just the bathroom or for a walk around the block. And if you want to, you can tell the people you work with most closely that you’re finding it’s really hitting you at work lately, but you don’t need to do that if you’d rather not.

This is such a understandable thing to go through, and most people will be compassionate.

5. How do I come up with goals for my job?

I need to meet with my boss in two days time and be able to discuss my 5 and 10 year goals and objectives. We are a green energy company that is a new arm to a very large gas and oil distribution company. So it is a new area of the business that we are creating. My boss, for lack of a better word, is #1, making me the #2 of the western region. Because there is nothing established or to reflect on within the company, I am not sure where I can go? I do know depending on production and growth, we will be opening an office in a downtown area of the state we live in. For now, my boss and I both work solo from our own homes. Green energy is growing, it is expanding, and contracts are in excess of 25 years. So I know there is stability and growth.

How do I create goals and objectives that are realistic? Training within the company is spotty at best being we are breaking new ground. But I would like to know more about what we are doing and the process and to understand the birth to grave process of green energy.

I would like to stay employed with this company until I can not longer work and wish to retire. I would like to stay in the state I am in, near my family. That’s all I have to offer… what kind of goals and objectives can I create with this?

Your goals should be about what you’ll achieve over defined period of time. Frankly, 5 and 10 years are unusually large chunks of time for individual goal-setting; it’s more typical to do them for one-year period. (Companies and departments often have 5-year plans, but you might talk to your boss about doing annual goal-setting for yourself, and longer-term goal-setting for your region. Or maybe the nature of your position means that it’s the same thing — I’m not sure.) In any case, the idea is that the goals you come up with should describe what a successful performance would look like during that period. What do you want to achieve? What plans will you need in place in order to do that? If you imagine it’s X years from now and you’re looking back on what you achieved during that time, what do you want to be able to say was accomplished?

If you’re not clear on the answers to this stuff, the first step is to have a conversation with your boss to get better aligned on what you should be working toward achieving.

6. Can my employer make me find people to cover my shifts and not pay them extra?

My employer has “retired” the receptionist and has distributed her duties to the rest of the secretarial staff. No compensation in wages was given for this, and we are still expected to complete all of our regular work while having to come up to the front of the building to answer phones and deal with constant interruptions for several hours each day.

I am preparing to go on a long overdue vacation, and my employer has instated a policy that I have to find someone to take my “shifts” at the reception desk. OK, I can do that. The problem being that they want that person to do it for free. My question is: Is this legal? Of course no one is going to want to do this for free!

Yes, it’s legal. They can put whatever restrictions they want on vacation time, since no law requires them to offer it at all. As for not paying people to take your shifts, they’re not required to pay extra for additional responsibilities. Or do you mean that the person wouldn’t otherwise be working on those days, and they want them to come in and work those days for free? If they’re non-exempt, that’s not legal; non-exempt employees have to be paid for all hours they work. If they’re exempt, or if these are times they’re already working, then the employer isn’t obligated to pay them additional wages on top of it.

7. Workplace called me to come in when I was supposed to be out of town

I work for a restaurant in the state of California. I was scheduled Tuesday and Thursday off. I covered my shift on Wednesday with another employee. The manager signed it. I was going to leave home for three days. But my trip got canceled. So I come home from being gone all day and have two messages on my home phone. They are trying to call me in for Wednesday.

Since I didn’t leave on my trip, I was home to receive the message. What if I had taken off for three days? How would not receiving the message be my fault? I don’t own a cell phone — never have. They know this. Should I never leave home?

Well, you’re assuming here that it would be a problem to not return the phone call, without actually knowing that it is. In most workplaces where this happened, it would simply be because they forgot the reason you were going to be out (and figured you were in town and potentially available), and when you returned from your scheduled days off, you’d simply say, “Hey, I got your message, but I was out of town,” and that would be the end of it. Now, certainly if you have reason to think that will not be the case here — or if it ends up not being the case when you return — then there’s a problem. But so far, there’s no reason to assume that.

telling an employee she can’t bring her foster kids to work every day

A reader writes:

I have an employee who is foster-parenting two troubled teens. My employee is an amazing woman in many regards, and I am overwhelmed when I think about the commitment she is making to these girls who have been tossed around in life.

My employee has been with the organization for many years, long enough that it feels odd to have to explain “how we do things.” However, her foster children go to a high school nearby, and she has been having them walk over to our office after school and wait in a conference room working on homework until she gets off at 5 pm. Using the office for childcare—no matter the age of the children—is not “how we do things” here. We do not have an explicit policy against it—nor do we have one against setting fire to the office. It’s just not ok.

I’m ashamed to admit that I looked the other way for a while. She is no longer my direct report (her supervisor is) and I assumed that this was a short-term situation she had worked out with her supervisor. It came to light today that this is an every-day arrangement, and one of the girls recently vandalized our property.

I know that I need to address the situation, but it feels harder somehow, because she is doing such a noble thing by taking care of these girls. We work in a government setting, and service to the public is our core mission.

Do you have any words of wisdom for counseling an employee for doing the right thing in life that happens to be the wrong thing in the office?

“I admire the commitment you’ve made to these girls, but we can’t have kids staying in the office, other than on rare supervised visits.”

However, this should likely come from her manager, not from you. You should speak to her manager to get aligned with her about why this isn’t appropriate and shouldn’t have been okayed to begin with, and then her manager should speak with her. And when she does, she should own that message — not say “I don’t have a problem with it, but Jane told me I have to tell you to stop.” Otherwise you risk creating an us-vs.-them dynamic that pits you and her and her manager.

So the manager talks to her, but you can coach her on what language to use, framing, and so forth.

Regarding the fact that this feels harder because your employee is doing something good here, you’ve got to keep in mind that there are many noble pursuits out there (and some of your other employees are probably engaged in them outside of work as well), but just because something is good and noble doesn’t mean that it makes sense to bring it into the workplace, when doing so would be disruptive. Otherwise workplaces would be full of kids and foster cats and people with nowhere to sleep. There’s a reason that most workplaces aren’t, and it’s because those things would compromise their ability to deliver on their mission, and that’s what they’re there to achieve.

Assuming you feel that having kids in the office every day compromises your office’s ability to deliver on its mission (and that’s certainly a reasonable stance to take, and one most employers take), then no matter how personally kind it might be to help her out, it’s contrary to the what you’re there to get done. And a reasonable person will understand this.

That said, you can certainly offer to be flexible with her to whatever extent is reasonable — if she needs some flexibility in her schedule, for instance, and her job allows for it. But the key here is “to whatever extent is reasonable,” and that’s the piece that her manager needs to talk with her about.

By the way, if your organization or team would like to support what your employee is doing in a more easily accommodated way, one possibility is getting involved with Foster Care to Success, a nonprofit that helps foster kids pay for college, mentors them, and provides other services. It may or may not be feasible for you, but it’s worth checking out.

how can our church keep visitors from distracting our office staff?

A reader writes:

I am in the office of a church (I’m the lead pastor). We have an open reception area which is open and welcoming…apparently too much! People (mainly church members) will come in the office and “camp out” for 20-30 minutes at a time, talking to our administrative assistant and anyone else who walks by. Apparently since it’s a church, people see this type of time-taking as ok, but we still have work to do. It is very difficult to get work done when this happens, the AA is frustrated, and yet no one knows quite how to handle this.

Suggestions are so appreciated!

This type of situation is harder when it arises somewhere like a church, because church members understandably see the church office as part of their community, and it’s easy for people to forget that while, yes, the church is and should be warm and welcoming, it’s also a place of business where people are trying to get work done.

So the first thing to do is to get clarity on exactly how you want to straddle that line. For instance, is it fine for people to come in and talk for a few minutes, because that’s part of the community they see the church as offering, but it needs to be cut off sooner than is currently happening? Or do you want to discourage the interruptions altogether? (And if so, how will that play with the congregation, and is it realistic?) In other words, what’s reasonable for your particular context? I suspect the answer is somewhere in the middle, but getting clear on exactly where the line is will help you figure out how to proceed.

Once you’re clear on that, have an explicit conversation with your receptionist about it. Talk about what you think is reasonable to allow, and where the line is for needing to move people along. It’s going to be crucial that you’re both on the same page about this, because if you’re thinking “a couple of minutes of chit chat is okay, but it should end there,” and she’s thinking, “I should now tell any visitors to leave,” that will end badly.

From there, a few thoughts:

1. Make the area less inviting. Seriously. Can you make it smaller, remove any couches or other comfortable seating that people might be hanging out in, etc.? The current coziness might be part of why people are hanging out there — after all, if it looks inviting, they may consider themselves invited. In fact, you may need to get rid of the extra chairs entirely. (And you might find that physical changes to the space alone can accomplish a lot.)

2. Train the receptionist in how to politely move people along, and help her think of phrases she can use. For instance, you could arm her with phrases like these:
“Excuse me, I have to finish something up that’s due shortly.”
“It was great talking with you; I should get back to work.”
“It’s so nice to see you — I apologize that I can’t talk, because I’m on deadline.”

3. Can you say something to the congregation as a whole? The mechanics of how this will work best will depend on your particular congregation — it could be something said at a Sunday service, something in a church bulletin, or even a jokey but clear notice you put in your reception area.

Of course, tone will really matter here. You don’t want the tone to be “you’re an inconvenience to us, so please get out” but rather, “we want to be welcoming, but we’re got a lot of work to get done” maybe with a side of, “It’s not just you hanging out in our lobby — it’s lots of people, and it adds up.”

What other suggestions do people have?

how much can I push my coworkers to use new technology?

A reader writes:

My director (my boss’s boss) has tasked me with researching new software (project/resource management) for my team to use. She asked me specifically because I’m good with technology/systems/organization. I’ve found a few good options that seem to fall into the categories of (1) offering more features that we want but are more complicated, or (2) offering fewer features but are simpler/easier to use. In an ideal world, I would prefer option 1 because I know that the obstacles can be overcome with training, and then we have more features to use. But many people on my team are (a) not tech savvy, and (b) averse to any change at all. One of these people is my direct manager.

Part of me wants to say that I shouldn’t care how much people *want* to do new things; if they want to work in the 21st century, they should accept that you need to have a basic level of understanding of how computer systems work and be willing to learn new things as technologies change. But I know I don’t have the authority to push that on people, and I know that my manager won’t hold people to that standard because he’ll be one of those balking at having to learn a new program. I know that my director should then be the one to push this, then, but I’m not sure how much she is going to do that.

Do I guess my question is: when you know that people are going to balk at a new process/program, do you take that into account when setting up the process, even if it means not getting the ideal? Or do you just go with what you think is the best solution, and push it through?

It depends on a range of factors:

  • What your role is and how much authority you have compared to the people who will be balking. If you have authority over them, it’s much easier to say, “This is the system, and you’re expected to learn and use it.” If you don’t, those efforts are generally doomed, at least without someone who does have authority backing you up.What’s more, not only is it hard/impossible to insist people learn new systems when you don’t have authority over them, it’s generally not appropriate either. In that context, you should lay out the case for the system you think will best serve your team, and be clear about pros and cons, but then it’s up to someone else to decide if they want to prioritize making everyone learn it.
  • How essential the technology is to the goals it needs to achieve. If the technology is the only way of achieving what you need to achieve, then it’s pretty clear cut. But sometimes there are other ways of doing the same thing. They might be slightly more expensive, or less efficiently, or more unwieldy. But sometimes people are willing to tolerate a little unwieldiness in exchange for not having to teach 15 people a complicated new system when the old one does get the job done, just less elegantly.
  • How essential those goals themselves are to your team and company. If your team absolutely must achieve X, and that requires learning a new software, then it’s essential and that’s that. People might not like it, but if X has to happen, there’s not much room for argument. But on the other hand, if X is a nice-to-have rather than a must-have, your team (or its decision makers) might end up deciding that as nice as X would be, it’s not worth forcing people to learn a new and complicated system that seems likely to cause angst. So you have to balance the importance of what you’ll achieve over the price that will be paid for achieving it. And while you might think that people’s complaints about having to learn something new should never trump what a new system could achieve, there aretimes when it does – for instance, when their time is incredibly valuable and better spent on something other than a tedious learning process.

In your case, I’d go back to the director, tell her what the trade-offs are between the two types of systems, and ask her for guidance. You could even prepare a recommendation that offers two different systems – laying out the advantages and disadvantages of each. When you do this, you want to be very up-front about your concerns that some people on staff will balk at learning the new technology of the more sophisticated system. Don’t downplay those concerns because you think those people are in the wrong; if you do, and then the new system never takes off because people resist it, its failure might potentially reflect on you. You’ll boost your own credibility by being honest about the likely reception on your team.

my boss is blocking access to the bathroom, disclosing depression, and more

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

1. I can’t get to the office bathroom when my boss is in the conference room

My boss is a control freak and wants to be involved in everything that going on in our district. He holds all the meeting for our company in the conference room — at least five scheduled meetings and then when anyone stops in to talk with him. The problem is our only restroom is in the conference room. I start work at 9 a.m. (I have a 20 – 25 minute drive into work and like to use the restroom before I start work). Many mornings I come into the office to find the conference room being used. He has a small conference table in his office, but won’t take people in his office because it is such a mess. Are there any laws to stop him from blocking the restroom from employees?

Your workplace needs to offer access to a bathroom, yes. But before you go at this from a legal standpoint, have you tried simply knocking on the door, opening it, saying “Excuse me, I’m headed to the bathroom,” and simply walking through the conference room to your destination? In other words, the fact that he’s holding a meeting in there doesn’t have to mean that you can’t walk through it to use the bathroom; if he’s even halfway sane, he’s probably assuming that’s what people will do if they need it. If, however, he tells you not to walk through there while the conference room is occupied, then ask him what people should do for bathroom access during that time.

2. Including quotes from coworkers on your resume

I had the opportunity to look over a few resumes for a position my company is hiring for. I noticed that a good handful of the resumes (about 20% or so) had about 2 inches of the left margin blocked off and filled with quotes people supposedly said about the applicant, like “John is an outstanding coworker,” ” Susie Q has great communication skills,” etc. Not only did most of these quotes contain little substance to speak to the skills of the applicants, but I found the whole thing a little narcissistic. Thoughts?

Well, it’s not narcissistic to promote your own work on your resume; that’s what it’s there for. The problem with what you’re describing is that the quotes are so lacking in substance or concrete specifics that they’re essentially worthless. Including anything worthless on your resume isn’t a good idea, but when you feature it so prominently, it says, “I don’t know what truly high performance even means, so I think you’ll be impressed by a quote saying I’m a good coworker.”

3. Disclosing depression to my manager

My question is about how much I should disclose to my manager about mental health problems. Since the start of this year, I’ve been dealing with depression and anxiety. I am in treatment for it and had mostly been functioning normally, but lately the depression has gotten worse and affected my work. I have trouble staying motivated, am losing confidence, and have been all over the place emotionally. For the last couple of days, I’ve sat at my desk holding back tears and spent my lunch hours driving to somewhere I could sit and cry without being seen. All of this is affecting my productivity and now I’m worried about missing a deadline. On top of that, I’m a youngish woman in an industry that’s traditionally male-dominated, and I’m concerned about keeping my place in the corporate culture.

I know I need to say something to my manager since it’s affecting my work, but I’m not sure how much to share or what to say. I am in treatment, and she might already have a clue because I adjusted my schedule for a recurring “personal appointment” every week. But unfortunately getting better is likely to be a long-term process. I’m sure my manager will be very understanding about it and be glad I was honest — she is awesome about things like this. But she is also under quite a bit of stress because we recently lost a team member and she’s been doing two people’s jobs while traveling and trying to hire a replacement… so I don’t want to make it any worse.

Well, here’s the thing: Just letting her know about something that’s already going on isn’t going to make anything worse; it’s just going to give her some context to understand what she might already be noticing. In fact, if she has been noticing some of this, letting her know what’s going on will likely relieve some of her stress rather than adding to it, because it’s more stressful to worry that someone’s performance is slipping for no known reason or to notice that you’re not yourself but not to have any context for it.

So talk to her. You don’t need to go into detail, but you can say, “I want to let you know in confidence that I’m working on some issues with depression. I’m trying hard to keep it from affecting my work, but I realize that I might be behaving differently than before, and I wanted to let you know what’s going on. I’m working with my doctor to get it under control.”

Read an update to this letter here.

4. How can I convince my father to run his business differently?

My father runs a multi-agency that sells every kind of insurance, bookkeeping for other small businesses, taxes, immigration, and more. I have recently graduated with a B.B.A. and my parents have strongly requested that I start working for my dad. I am trying to help him manage his business, yet I am losing motivation to help him because he will not implement the things I have created at the workplace. I have created an employee handbook, installed clock-in/clock-out software, and helped advertise across social media. He keeps putting off on slowly changing the workplace and installing some workplace etiquette and policies. He is scared to lose people. He currently has 2 employees, one part-time bookkeeper and one sales representative. Both of them make personal texts/calls (30-40 minutes daily), which should have been taken care of during their paid lunch hour!) and get paid a generous salary while overstaying breaks and not completing daily tasks. What can I do in this situation? How do I organize this workplace and better yet, how do I get my father to understand I want to help him make money and that I am not nitpicking!?

You can’t. Find a job somewhere else. You’ve proposed changes, and your father/manager has indicated that he’s not interested in implementing them. That’s his call and his prerogative. That would be true in any case, but it’s especially true when you’re right out of school and don’t have a ton of experience in the work world, because at that point it becomes not just a fruitless quest, but a sort of silly one too.

You’re better off finding work somewhere without family ties, so that you can have a more straightforward relationship with a boss, unencumbered by family dynamics and expectations.

5. Should typing speed go on my resume?

I am applying for an administrative assistant job, and I was wondering should I put my typing speed on my resume. I have a fast words-per-minute, but I’ve read online that I should leave that off of my resume. I feel with my typing speed, it could be a useful addition to my resume but other websites say otherwise. What is your take on this?

Put it on. I agree that it doesn’t belong on there for non-administrative-assistant jobs, because if you’re applying for, say, a research analyst position, selling your typing as one of your qualifications doesn’t make sense — but it does make sense for admin assistant jobs. If it’s high, include it. (P.S. Mine is 103, and I would like to have that tattooed on my face for all the world to know about.)

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6. What does it mean that my interviewer cc’d a bunch of other people?

After my final round interview, the interviewer, who would be my supervisor if I was hired, told me that they would get back to me in the next few weeks, after I asked for a timeline. I emailed 2 weeks later, on a Friday morning, reiterating my enthusiasm and asking if I could get a sense of their new timeline. The interviewer emailed back on Monday, saying they would get back to me sometime this week. My interviewer CC’d the office manager and regional HR head, as well as another manager who I had interviewed with previously. What does this mean? I guess I am still in the running, but they need to think about details, like salary and work authorization? I know I’m trying to read tea leaves here.

You are trying to read tea leaves, and you are better off not. It could mean anything — from an offer being imminent to the interviewer nudging others on staff to let you know they’ve chosen another candidate. In other words, it means nothing. Be patient and wait for an answer.

7. My company is making me log how I spend my time

My company insists that I use a daily log sheet. I therefore have to state what I do throughout the day, but no one else has to do this (I job share). I find this degrading, as I have worked there for many years and have only been asked to do this recently. Is this lawful for them to expect me to do this on a lengthy basis?

Yes. Of course. Do you really think there’s a law saying that employers can’t ask you to log how you’re spending your time? Think this through — what on earth would be the reasoning for such a law?

In any case, since this is a change, why not ask your manager what’s behind it? Say something like, “Was the change to the daily log sheet prompted by any concern about my work? I was surprised to be asked to do it after so many years of not, and wanted to make sure it wasn’t indicative of a problem on my end.”

my new coworker is questioning and redoing my work

A reader writes:

I find myself in a difficult position at work and I hope you can give me some advice. I was hospitalized and then had to spend 3 months in recovery. When I came back, we had a new hire (not to replace me, but another coworker who moved away) and, although we don’t have much in common, he does his job and seems to be a good fit.

However, recently I’ve noticed that he’ll go review my work and redo it, while changing minor details that not only didn’t need to be changed but sometimes hurt the outcomes overall. Furthermore, he occasionally reports to my boss that I have done my job incompletely or incorrectly when in fact I have addressed what needed to be addressed and moved on to the rest of my work.

At first I thought that I was being too sensitive, that perhaps because he knew about my hospitalization he was just making sure things were in order…but it turns out he has been doing this to all of the employees. He also doesn’t take breaks or a full lunch, which makes the rest of us seem unproductive in comparison because we do take our full breaks and lunches. Most of us are frustrated with this situation, and many of us feel like we’re being edged out. However no one is sure what to do, if anything.

As a manger does this seem like a problem to you? Am I being overly sensitive or is this coworker’s behavior as intrusive and/or disrespectful as it seems? What if anything would you advise?

There are two possibilities here:

1. He’s overstepping appropriate boundaries. If this is the case, you can ask him to stop.

2. He’s doing this with the approval of — or maybe even at the behest of — your manager. If this is the case, talk to your manager and find out why it’s happening.

The first step is to figure out which of these two it is. You can do that by asking him or by asking your manager. I’d start by asking him, because that’s the most direct approach. Say something like this to him: “Bob, I’ve noticed that you’ve been reviewing my work and sometimes making changes to it. I’m confused about why.”

If his answer is that your manager asked him to, then you stop here and go talk to her. But if his answer is anything else — whether it’s “I have extra time and wanted to help out,” “I’m a compulsive proofreader and love checking things over,” or whatever — then you say this: “I appreciate your desire to help, but I prefer to complete my work on my own. I’d appreciate it if you’d stop checking over my work, and I absolutely don’t want you changing anything in it without checking with me — but even that shouldn’t be necessary, because there shouldn’t be a reason to be checking it in the first place. If you ever feel that there is, please talk with me so we can figure out what the problem is that’s causing your concern.”

And then if it continues after that, you have a more serious version of that conversation: “Bob, we talked a few weeks ago about how you shouldn’t be reviewing my work, but it seems to be continuing. What’s going on?”

Now, if instead he tells you that your manager asked him to do this — or a more mild version of that, like that he offered to do it and she said it was fine to do — then you go and talk with her instead. When you do, say something like this: “I noticed that Bob has been reviewing my work and sometimes making changes to it, and when I asked him about it, he said that you’d asked him to do it. I was surprised by that, and wanted to talk to you about whether you have concerns about my work, or whether there’s something else that makes you want someone reviewing it.”

Then, you listen with an open mind. It’s possible that she does have concerns about your work, noticed that Bob’s work is excellent, and asked him to play this role for that reason. (If that’s the case, she should have told you herself, of course, but better to know now than not at all.) It’s also possible that she’ll tell you that she didn’t ask him to do it, but since he started doing it, she figures it’s better to have two pairs of eyes on things than one … and if that’s her answer, then you’ll need to decide how strongly you feel about not wanting this. It would be legitimate to say, “I agree that two pairs of eyes are better than one, but it seems to be only Bob reviewing others’ work, and because he has less experience, sometimes his edits are wrong.”

As for your broader question about whether you’re being overly sensitive — no, I think most people would be bothered by this part of it. Butting into your work without a clearly-communicated mandate to do it is annoying. However, in being annoyed by that, don’t let it bleed into your perception of other things — namely, the fact that he doesn’t take breaks or a full lunch. That’s his prerogative, it’s not something to hold against him, he’s probably not doing it to make the rest of you look bad (maybe to make himself look good — or maybe just because that’s how he works; lots of us do), and disliking him for that reason won’t reflect well on you. So the work intrusions, yes, but his personal break schedule, no.

I don’t want to cover the front desk anymore

A reader writes:

I work at a small (around ~100 employees) nonprofit; I started off as a receptionist sitting at the front desk (which I personally disliked). Seven months later, I made a lateral move to HR assistant (same department) and we hired a new receptionist for our small team.

Now, when the receptionist is on her lunch break or is on vacation or sick, we have interns cover the front desk. However, lately I have been asked to cover during times when none of our 12 interns are “able to cover.” I have mixed feelings about this — on one hand, I worked hard to get a job away from the front desk, but I don’t want to alienate my boss (who manages both the receptionist and me) during future reference checks. It doesn’t help that staff members stop by, stare, and question why I’m back at the front desk.

With almost two years at this company, I’m in the process of moving on to other HR opportunities that are less tied to front desk administration work. Any advice on how to deal (or say no to covering without burning bridges) the desk while I continue my job search?

I think you just need to get clarity in your own mind about what your role involves. It’s not unreasonable for the person in your role to provide back-up for the front desk when needed. You might not like it, but it’s a pretty reasonable and common arrangement.

Now, on some occasions — not many, but some — really not liking something can be enough to get you out of doing it … but generally only if (a) you’re fantastic at your job and highly, highly valued, (b) it’s not a significant piece of your job, and (c) there’s a reasonable alternative to you doing it (someone else is available to do it, it’s a reasonable fit with their role, and they won’t resent having it pushed off onto them). All three of these elements are really important; subtract one, and the request doesn’t go over well.

I don’t know if all three of these elements are present in your case, but assuming that they’re not, your only remaining argument for getting out of it would be if it’s interfering with your ability to get your work done and there’s no one else to do it who would be less inconvenienced. But since your letter didn’t mention that it’s interfering with your work, I’m guessing that’s not the situation here either.

All of which leaves you with the fact that this is part of the job. And so you deal with it the same way you deal with any other part of your job that you don’t like — by keeping in mind that every job has parts you won’t love, and that you do them anyway because that’s part of performing well. And by keeping in mind that when people assess your performance, they don’t just assess the parts you want them to assess — they assess all of it.

As for people asking why you’re back at the front desk, that solution is easy. You say, “Jane is at lunch, so I’m covering.” End of story. I doubt this is scandalous office gossip.

Longer-term, if you know you don’t want to ever be asked to cover a front desk, then work to take a career path that will ensure that’s the case. But you’ve got to be realistic about the fact that you’re not on that rung of the ladder yet.

how to ruin your professional reputation

Your professional reputation is enormously important; it’s what will make people want to work with you, hire you, and respect you as a colleague. It can be your safety net – getting you work when you need it, and putting you in a position where you have options and don’t need to stay in a bad situation or take the first opportunity that comes along.

But it’s easy to squander this incredibly valuable resource, and it doesn’t take much to do it. Here are eight easy ways to ruin your work reputation.

1. Accept a job offer and then back out later. People sometimes accept one job offer but continue interviewing in case they get an offer they like better – but there’s a huge cost to your reputation for doing this; you’ll be known as someone whose word is suspect and who cuts and runs. And people from one company have a way of popping up again at other companies you may want to work for. Imagine that you really want a job offer in the future, and one of the decision-makers is someone who used to work for this employer. “Jane took a job with us but backed out right before she was supposed to start” are not words you want spoken about you when you’re interviewing.

2. Worse, start a new job and then quit after a month for a different one. It’s one thing if the job is truly a bad fit and you’re miserable or if it’s not what you were led to believe it would be during the hiring process. But starting a new job and then leaving it quickly just because something better came along is a good way to do the same damage as in #1 above – but it’s even worse since the company will have invested time and resources into training you, introducing you to clients, and so forth.

3. Lose your temper at work. It’s normal to occasionally get frustrated at work, but you’re crossing a line if you’re yelling, slamming doors, or snapping at people. It only takes one incident like this to get a reputation as the angry guy who no one wants to work with, and that’s a label that’s very hard to shake.

4. Lie. Whether it’s lying to cover up a mistake or adding a few thousand dollars to your salary history in the hopes of getting a better offer, getting caught lying is a sure-fire way to fatally harm your reputation with anyone who hears about it. The workplace depends on being able to take people at their word; if you show that people can’t trust you, you’ll have a terrible time building the relationships that you need at work and when you’re looking for your next job.

5. Make commitments that you don’t keep. You build credibility by showing people that you mean what you say – doing what you say you’re going to do and following through on commitments. But if you do the opposite – if you say you’ll send that report over by Monday but forget to do it, or promise to set up a meeting about your new account but don’t follow through – you’ll ruin your credibility and get a reputation for flakiness and unreliability.

6. Recommend someone for a job when you don’t really think they would be right for it. When you recommend someone for a job, you’re vouching for them – you’re saying that the person does what you consider to be great work, and that they’re someone you’d be thrilled to work with. But if it’s not true, you couldend up being known as “the person who felt Joe’s work was fine, when in fact Joe’s work was awful and he was impossible to work with.”  After all, your assessment of someone’s work says something about your own work, standards, and judgment.

7. Quit your job without notice. Unless you have really, really good reason, quitting your job without notice will burn bridges with your employer (and often your coworkers too) and can be the kiss of death for future reference calls. Fairly or not, two weeks notice is the professional standard.

8. Send a hostile email after something happens that you don’t like. Whether it’s jotting off an angry response to a new policy at work or sending a bitter reply after you get rejected for a job, angry letter bombs are hard to live down. You’ll look like someone who doesn’t know how to address concerns calmly and professionally – and most people will respond by giving you a wide berth.

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