Carnival of HR by Alison Green on January 9, 2008 Hello, and welcome to the latest edition of the Carnival of HR. We’ve got 11 posts on a wide range of HR- and management-related topics, so here we go… “Why the Girl Scouts Think HR People Hate Them” Kris Dunn at the HR Capitalist, who has a serious talent for coming up with post titles that compel you to read, addresses how to handle solicitation policies in your company. “Diversity Thoughts” The Evil HR Lady presents her excellent Evil HR Lady school of diversity training. “New Year’s Resolutions for Managers and Supervisors” Execupundit offers 10 new year’s resolutions for managers. I’m angry that I didn’t think of that idea. “What would you do with Queen Frostine?” The Career Encouragement blog says: “If you are a manager or just a professionally minded go-getter, it can be tempting to jump in when you see problems between co-workers and get involved with get involved with monkeys that don’t belong in your tree. But think twice!” “‘Assist’ is the Operative Word” Lisa at HR Thoughts argues that those using HR’s services need to bring something to the table too. “The Apprentice Leader: Training for New Leaders” Wally Bock at Three Star Leadership says that even though an apprentice leader will learn more on the job than anywhere else, there’s still a need for training. Here’s what it should cover and how it should be structured. “China Specifics for 2008” Talent in China teaches you what to expect if you do HR or recruitment in China. “NLRB Rules that Employees have No Right to Use Employer E-mail for Union Solicitations and Announces New Standard for Discriminatory Policy Enforcement Charges” The Pennsylvania Employment Law Blog examines a new NLRB ruling on workplace union activity. “Transient Leadership” “We believe it takes a single leader to make a difference and we’ve made superstars of business leaders such as Jack Welch who were in “leadership” positions at successful companies,” writes Incentive Intelligence. “But I wonder if this is all history – and the future will be very different.” “Cognitive Reserve and Intellectually Demanding Jobs” Sharp Brains explores how stimulating jobs can protect our brains against decline as we age. “What to Do When You Make a Mistake at Work” And last, I take a look at how to handle it if — when — you make a mistake at work. The next Carnival will be on January 23rd and hosted by Deb at 8 Hours & a Lunch. You may also like:why don't bosses realize people will leave if they're not treated well?can I read erotica on work breaks?why do highly qualified people stay at dysfunctional companies? { Comments Off on Carnival of HR }
asserting authority with bullying employees by Alison Green on January 8, 2008 A reader writes: I am a co-owner of two bowling alleys with my husband. I actually started working at the first one as an employee, because I was only friends with my husband at the time. I worked my way up in the company being promoted to general manager by my now husband and his wife at the time. They later divorced, and I began dating him after he was single so it’s not like I slept my way to the top, etc. After we were married, we changed the officers in the company to reflect he and I as co-owners. We also purchased a second bowling alley of which I am the president and he is vice president. My problem is, I have two part time employees at the first location who view my husband as the “Boss/Owner” and anything I do or say to them that they may have a problem with, they go to him and complain about me. Almost like they’re expecting him to reprimand me. They also say things to me like, “What did Joe say about that?” Joe being my husband. I usually respond with something like, “It doesn’t matter what Joe says, I’m telling you.” But then they go and try to complain to him when I respond that way as well. When Joe is confronted with a complaint he usually says something like,”What did Andrea say? And did you do it? Why not?” Or he’ll say something like “If Andrea already told you why are you asking me?” But this doesn’t seem to be working. Any advice or suggestions? Yep: You need to assert your authority, because you’re being bullied by your own employees. You need to stop allowing these employees to act as if you don’t have the authority you do have. If you buy into their game, it’s as good as conceding that you don’t have authority! And since you do, you need to act like it. What does that mean in practice? Sit down with these employees (individually) and say something like, “Bill, I’m concerned with a pattern I’ve noticed lately. You’ve been asking Joe to reverse my decisions when you’re not happy with them, which makes me think we might not be on the same page about how we make decisions here. I make decisions about scheduling and policies (fill in anything else relevant here), and I expect you to abide by those, or discuss them with me if you have questions or concerns. We can’t have you going to Joe when you don’t like those decisions. If there are issues, I need you to address them with me, not with Joe. This is not negotiable. You’ve been a good employee and I hope you will be here for a long time, but that won’t happen if we don’t get on the same page about this.” If they argue with you, nicely explain that this isn’t their decision to make, and that if they’re not able to work happily under those conditions, this may not be the right job for them. See this post for some ideas on this. This conversation will be most effective if you can do it without sounding angry. You want to sound matter-of-fact — concerned but not angry. (There’s no need for anger when you hold all the cards, which you must remember you do. You are their boss. You can fire people who aren’t working out. Hopefully it won’t come to that, but knowing that you have tool available to you should help your resolve.) Good luck! You may also like:my husband is my boss -- and we're getting divorcedmy coworker told everyone we're married ... we're not even datingmy husband's boss/our friend is sleeping with their married department head { 3 comments }
why did a company say they’d call when they didn’t? by Alison Green on January 8, 2008 A reader writes: I recently had two phone interviews with a company, which went well from what I could tell. There was lots of talk about my experience and how I could apply that to the position. The hiring manager told me that the Department Manager would call me to set up the next steps and the company seemed interested in what I had to offer. Then almost an hour later a recruiter called and said they were passing on me. So what I am trying to figure out now, is why end a call with false information regarding the next steps? I wouldn’t assume anyone deliberately gave you false information. The company could have decided to pursue other candidates after internal discussion, either about you or about other candidates. On the other hand, sometimes an interviewer will end an interview with that sort of statement, because it’s the “I’ll call you” of the interviewing world. In other words, it’s a way of avoiding direct face-to-face rejection — which can be awkward not only for the interviewer but also for the person being rejected. I agree with you that it’s nicer to get an answer up front if one is known, but I think this is a pretty understandable course to take, especially since they did get back to you with a clear answer. You may also like:if I didn't have enough experience, why did they bother to interview me?is this recruiter way too intense, or is it just me?my recruiter is so overbearing and obnoxious that I'm thinking of withdrawing my application { 1 comment }
what to do when you make a mistake at work by Alison Green on January 6, 2008 When you make a mistake at work, how you handle it can often say much more about you than the mistake itself. Reasonable bosses understand that no one is perfect and mistakes will occasionally happen — what they care about is how you follow up on that mistake. As it happens, there’s a pretty foolproof formula for handling it well. If you follow this formula (and have a reasonable boss), you’ll likely be surprised at how well he or she responds. Here’s the formula: 1. Tell your boss what happened — immediately. Do not put it off out of fear. I will be far more upset if time is allowed to pass before I’m informed. Delaying sends the message that you value your own comfort over the needs of your work. 2. Take responsibility for it. Don’t make excuses, and don’t be defensive. 3. Tell me how it happened. Not only do I want to know, I want to know that you know. 4. Most importantly, explain how you plan to ensure it doesn’t happen again. This formula works because when someone makes a mistake, what a boss needs to do is make sure that the person understands the seriousness of it and knows how to avoid it in the future. If you take the initiative to cover those things yourself, then your boss doesn’t need to do it herself (and having your boss impress upon you how serious a mistake was tends to be much less pleasant than saying it yourself). You may also like:our boss cross-examines us over minor mistakesmistakes at work: a round-upmy employee never apologizes when his mistakes cause extra work for other people { 18 comments }
Carnival of HR submissions due Monday by Alison Green on January 6, 2008 Just a reminder: The next Carnival of HR will be hosted here on January 9. Please send me your submissions by January 7. You may also like:employee might give me drugs for Christmas, coworker's husband punched me, and moreI got rejected from a job based on a trial task, and now I'm spiralingtalking about Jesus on a resume, I threw my boss under the bus when I quit, and more { Comments Off on Carnival of HR submissions due Monday }
five things to leave off your resume by Alison Green on January 3, 2008 Here five things job seekers should leave off their resumes: 1. An objective I’ve never seen an objective that made a candidate more appealing, and often they’re downright horrible. They usually fall in one of three categories: (1) objectives that are all about what you want (“a position that allows me to develop my interest in international relations”), which is at odds with what this stage of the hiring process is all about (what the company wants), (2) objectives that aren’t tailored enough to the position or even have nothing to do with it (which makes it look like you’re blasting your resume out without enough of a focus), or (3) objectives that simply don’t add anything compelling (and therefore just waste space). The resume is about showing your experience, skills, and accomplishments. If you want to talk about how this particular position is the perfect next step in your career, use the cover letter for that. 2. Any mention of references, including a statement that “references are available upon request” This goes unsaid; no one assumes that references could possibly not be available. You’re not causing any harm to have it on there, but it’s a waste of space that you could use for something else (including some refreshing white space). The exception to this is if you have a particularly impressive reference (such as a local politician, head of a Fortune 500 company, or someone personally acquainted with the person reviewing your resume). 3. Any mention of high school I don’t care which high school you attended or how accomplished you were there. If you’re more than a few years past your high school graduation date, no mention of high school belongs on your resume. Move on! 4. Extra documentation Unless the company has specifically asked for something other than a cover letter and resume, don’t send it. Candidates sometimes include writing samples, letters of recommendation, transcripts, even photos on occasion. Bring these sorts of extras (well, not photos) to your interview or wait to see if you’re asked for this sort of extra documentation, but don’t send it preemptively. In most cases, it won’t help you, and in some cases it can actually hurt — for instance, when a candidate attaches an unsolicited 20-page writing sample, it looks naive and makes me think he or she doesn’t understand the hiring process. 5. A third page If you’re in your 20s, your resume should only be one page; there’s not enough experience to justify a second one. After that, two pages are fine, but you go over that limit at your own peril. Hiring managers may be only spending 20 or 30 seconds on your application initially, so extra pages either (a) are ignored or (b) dilute the impact of the others. Yes, you have much impressive experience, but the resume is for highlights. Cut that thing in half. You may also like:can you leave dates of employment off your resume?can you contact a hiring manager with questions before applying for a job?I think the reasons in my rejection email were bogus { 12 comments }
Carnival of HR by Alison Green on December 26, 2007 The latest Carnival of HR is now up, over at Compensation Force. Check it out! And the next Carnival will be hosted right here on January 9. Please send me your submissions by January 7. You may also like:I lied to my interviewer about being employedour new hire was secretly working another full-time job and lying to ushow do you stay focused on work during anxiety-inducing world events? { 1 comment }
new managers and authority by Alison Green on December 24, 2007 Becoming comfortable with exercising authority is one of the hardest adjustments for most new managers, but it’s also one of the most crucial if you want to be effective. Here’s a letter from a reader who is struggling with exactly this. She writes: I was hired to manage a team of fairly experienced sales people. I originally was a manager of a different line and left for a better opportunity, and returned for a promotion as sales coordinator. I had known the team already and had a respect built with them and they constantly commented on my work ethic such as “I don’t know how you do it,” “you’re staying late again?” “don’t let this job kill you, they are taking advantage of you” … these are a few examples. Now that I am the sales coordinator of this line and their boss, it is tough to say the least. They are constantly whining, complaining and irritated about the department. From stock issues, to pay rate, to fairness of the department managers, to bonus amounts, it never ends. I am exhausted of saying, “think positive” and “stay focused.” I have tried firm talks, patient listening, enthusiastic support and encouragement, and partnering with other managers for support. I am slowly losing patience. As a boss, I have given them every available resource to ensure success. I have rewarded success, put positive spin on failure, built them up to superiors. I guess my point is, I am trying to keep the emotion out of it and try to focus on the facts, but when I get home, I could cry, because I am totally beat up and exhausted on finding ways to improve sales and stop the negative whining, complaining, bitterness, and just keep going forward with the business. What approach am I missing? Maybe I am just not qualified? I think you are missing one key fact here: You are their boss. Ultimately you set the standards for what flies and what doesn’t, and you are able to set and enforce consequences. You do not have to rely on cajoling and hoping that you can persuade them. Yes, it’s good to hear out your employees and be supportive when they are struggling. However, from what you write, it’s long past that point and your willingness to indulge them in their mindset is likely enabling the very behavior you want to stop. You need to make it clear to them that these are the conditions, and whining and complaining isn’t acceptable. Let them know that you will hear them out once about a concern. (And do hear them with an open mind and act on their concerns if you determine they’re valid.) But you will not allow them to waste company time and poison the environment by complaining about those same items over and over; these items should be one-time conversations, not ongoing ones. They are expected to discuss their concerns like professional adults, accept the answer, and move on with their work. If they continue to indulge in whining and complaining after you establish these boundaries, you must address it head-on. I would tell the whiny employees (individually, not as a group) that the things they’re frustrated by aren’t going to change, that you can’t be constantly battling over them, and that they need to decide whether they can be happy in their jobs knowing that. But continuing to complain is not an option. It sounds like you want to be nice to your team, which is great — but nice can’t be allowed to trump your fundamental duties as a manager, which include holding the bar high and expecting people to adhere to it, warning them when they’re falling short, and taking action when warnings don’t work. I suspect this might come down to how comfortable you are with your authority. Do you have the authority to transition out people who aren’t working well (or to go to your boss and make the case for termination)? Is it authority you’re willing to use? Assuming so, act with the confidence of your position — lay out the expectations and hold people to them. (This doesn’t mean firing someone the first time they complain — but it does mean being firm about what is and isn’t professional behavior, pointing it out when lines are crossed, and addressing it if there’s no improvement … which might mean deciding that being able to focus on the work at hand without dragging down other members of the team is a fundamental requirement of the job and that people who refuse to meet that standard should be let go.) However, especially because this will be a switch in how you’ve approached this up until now, the key is going to be getting the tone of it right — you don’t want to be a tyrant, but you do want to be firm. To get that tone right, you really need to believe in your own authority to take action, so that you don’t feel insecure about your position. Otherwise, you may come across as overly aggressive or defensive. The tone you’re striving for is matter-of-fact — not angry, not pleading, just matter-of-fact about the idea that their behavior has become disruptive to the organization and needs to be resolved once and for all. The underlying subtext should be that while you genuinely hope they will decide to meet the standards and stay, you are willing to let them go if they don’t improve. Keep in mind that it’s now your job to address problems and hold employees accountable; you’re not being mean by doing so! You may also like:advice for first-time managersmy staff tells me what they're doing rather than asking permissionmanaging a difficult volunteer, putting a short-term job you were fired from on your resume, and more { 5 comments }
Danger signs when you’re interviewing for a job by Alison Green on December 20, 2007 Just as a hiring manager can never be completely sure what a candidate will be like once in the job, neither can job applicants be completely sure what a company or boss will be like to work for. But just like there are plenty of danger signs that hiring managers watch for, so too are there numerous red flags that job candidates should be paying attention to. Here are some danger signs when you’re applying for a job: 1. Flakiness. They say they’ll get back to you this week and you hear nothing. The job description seems to be a work in progress that keeps changing. You’re told you’ll be reporting to one person and later it changes to another. You arrive for your interview with Bob and learn that you’ll be meeting with Jane instead. Guess what it’s going to be like to work with these people? That said, there can be legitimate, non-worrisome reasons for any of the above. But a non-flaky company will realize that these things can look flaky and will acknowledge it and explain what’s going on. It’s an absence of any awareness or concern about how this may be coming across that should alarm you, as it indicates it’s not anything out of the ordinary for this company. 2. Taking a long time to get back to you. This is alarmingly common, but I still think it’s a danger sign. You want to work somewhere that can move quickly and make decisions and respects people enough not to let them languish. Companies send a powerful message about their culture when they respond quickly at all stages or — when that’s not possible, which it’s sometimes not — let candidates know what their timeline is. And they send an equally powerful message when they don’t. 3. Not updating you when a timeline changes. Every job seeker knows how agonizing it is to be expecting to hear back by a certain date, only to have that date come and go with no word. You want to work in a culture where people do what they say they’re going to do, or update you accordingly. In the hiring process, this is about simple respect. And once you’re working there, it’s also about your ability to get things done. 4. High turnover in the position or department. Ask why the person in the job before you left. Ask how long she was there. Ask about the tenure of others in the department, including the manager. High turnover means one of two things: a willingness to replace poor performers (good) or lots of people running from a disaster (bad). Your job is to find out which one it is. You can be fairly direct about this. For instance, “It sounds like you’ve had some turnover recently. What’s been behind that?” No one will come out and say, “The manager is a nightmare to work for,” but you should be able to get some sense of what’s going on from the type of answer you get. 5. Zero turnover, ever. While it might sound nice not to have to worry about getting fired, you’ll know why this is a bad sign if you’ve ever had your quality of life destroyed or your effectiveness diminished by someone who the company obviously should have fired but who instead was allowed to fester. You want to work for a company that has standards, holds people accountable, addresses problems, and gets rid of people when needed. You may also like:how to recognize a bad workplace ... before you take the jobwill a job candidate who used to be in charge really be OK with a non-management job?should I work for a tiny organization? { 11 comments }
when your resume is a hodgepodge by Alison Green on December 20, 2007 A reader writes: I’ve never been the type of kid who knew what they wanted to be when they grew up, and I still don’t know. The truth is that I’ve enjoyed and excelled at a bunch of jobs: English teacher in Japan, receptionist, IT/data entry temp, short-order cook. I’m only 25, I’ve had 20 different jobs (I’ve temped a fair amount), and honestly I am selective about the company culture far more than the type of job. Personally, I feel like this has made me extremely qualified and laden with several skill sets (computers, languages, etc). I feel like I’m at the point where I could settle down in a job for a couple years but now my resume is a hodge-podge of wholesale food sales, foreign english teaching, and a dozen random temp jobs. I also am as likely to apply for a program manager job at a non-profit as I am for an IT position at Fortune 500 company. I’ve tried tailoring my cover letters and resumes for jobs and I end up feeling let down when I spend 4 hours and usually don’t get a reply. Any advice? I’ve attached my resume not for critique (I’ve had it critiqued by everyone from my mom to the career advisor at my old college), but to give you a better sense of where I’m coming from in my letter. As if I could prevent myself from giving advice, wanted or otherwise. I think the standard advice here is to narrow down your options, decide what you want to do, and focus on that. But I’ve been where you’re at, and I don’t see anything wrong with seeing multiple worthy paths before you and being willing to explore several of them. Your instinct that the solution is in customizing the cover letter is exactly right. Use the cover letter to explain why you want this particular job and how your experience comes together to make yourself well-suited for it. The cover letter is going to be key for you. But you’ll have to really mean it when you explain why this job is the right match for you; if you come across as if you’re applying for a dozen different sorts of jobs, it’ll turn employers off. Rightly or wrong, they want to feel like this is what you want, period. But four hours is way too much! 15, 20 minutes tops. And you’ve got to go into it knowing that it won’t pay off in some cases — but that’s okay, you can’t expect to be invited to interview for every job you apply for. But you’ll eventually hear back from some, so keep putting in the effort (again, not four hours of effort) and it will pay off in time. Interestingly, your resume actually doesn’t come across as that much of a hodgepodge, because you’ve only included five of your 20 jobs. However, I’d suggest doing two things differently with your resume (things that I want to flog your college career advisor for not pointing out): 1. For each job, you’ve only listed the years you were employed there, without indicating any months. This drives me crazy, because if you just list “2006,” I can’t tell if you were there for one month or 12 months — and it makes a difference, especially if you’re fighting the perception that you’re a job-hopper. (Of course, maybe this is intentional. If showing months would reveal a series of short stints, it’s wise not to — although smart interviewers will ask, so be prepared.) 2. Below each job, you have bulleted highlights, which is good. But your bulleted highlights aren’t adding much. For instance, for your job teaching English, you wrote, “Wrote lesson plans in Microsoft Word.” Word is practically ubiquitous, so you’re not adding anything there that will make you more enticing. How about something like, “Designed lesson plans that resulted in 85% of students passing basic fluency exam” or whatever? That shows me that you got results. I want to see what kind of English teacher you were, not just that you were one. Good luck! You may also like:will it hurt me to apply for multiple jobs at the same company?what to put on a resume when you have zero work experienceI can't get out of low-level admin work { 4 comments }