how can I ask my coworkers to stop talking about politics, interview shoes when it’s snowy, and more

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

1. How can I ask my manager and coworkers to stop talking about politics at work?

Do you have advice on how to suggest a rule of no talking about politics at work? My managers and coworkers have taken to discussing politics while we are in meetings, usually towards the end or while we’re waiting for other parties to enter a conference call. Some of them are HUGE fans of a certain politician who I find repellent. If makes me uncomfortable to hear them praise this person, but I’m not able to walk out of a meeting to avoid it. How can I address this without seeming adversarial? I can’t grimace and bear it until the next election.

“Any chance we can ban political talk until the election is over?”

Or, “We have people with lots of different political viewpoints here — in the interest of keeping things pleasant, can we avoid politics while we’re in meetings?”

You’re not likely to get an actual policy out of it (nor would I advocate one), but you can probably address it successfully this way on a case-by-case basis. People who insist on continuing on when you’ve directly asked them to stop — when you’re in a work meeting, as opposed to just overhearing their casual conversation — are rude. (But you probably can’t do anything about their casual conversations outside of meetings, although you can certainly decline to participate in those discussions.)

Read an update to this letter here.

2. Can I ask that a second job be added to mine, and my salary increased?

Would it be possible to request a new job and my current job to be condensed into one and request a pay increase? My manager wants to add two new positions to the team, so I had an idea that I can see if I can handle the responsibilities for one of the new positions (in addition to my current role). If that is possible, then I could take on those responsibilities and request a $30-40K increase in salary (I am currently making $90K), so she would only need to hire one new person instead of two. This would be much cheaper to the company since they would save money on salary and wouldn’t have to pay benefits to a new person. What is your opinion on trying to do something like this? I wanted to make sure it’s not too crazy before I would bring it up to my manager.

The only way it’s really feasible is if they don’t actually need two full-time people devoted to that work. The fact that they’re planning to hire two people seems to indicate that they do — or at least that they believe that they do. It’s going to be a hard sell to say “let me take on what you appear to believe is full-time job in addition to my own full-time job without sacrificing quality or quantity of work in either” — in fact, that’s basically an impossible sell. So your pitch would need to be that it you could do enough of each (your own job and the new one), and that the necessary sacrifices in each job would be worth making for some reason. It’s possible that that’s really true — but you’d need to really demonstrate that it is. And you’d need to simultaneously do that in a way that doesn’t imply that your current job isn’t valuable enough at full-time. So it’s pretty damn tricky. In some situations, it can end up making sense, but those situations are rare.

Also, be aware that if they did go for it, they won’t necessarily increase your salary by as much as you’re envisioning — so even if they agree, you might end up not liking the price they’d pay you for it.

3. Interview footwear when it’s snowy and slushy outside

Here’s a practical question that probably has an obvious answer I’m failing to think of: what do you do about professional footwear for interviews in the winter, in places where there are either piles of snow or lakes of grimy slush? When working in business casual or formal offices, I would wear snow boots to the office and change into pumps there, but if I’m only interviewing, it seems incredibly awkward to change shoes in the lobby and ask where to stash my dirty boots. Do I take a cab to the interview and hope that there are no sneaky slush puddles between the car and the building? Can I compromise by wearing tall leather boots, which are more casual but offer at least some measure of protection for my feet against the cold and for my pants against wet and dirt? What would you do?

I’d wear snow boots on the way there, change into dress shoes once there, and stash the boots in a professional-looking tote. That requires boots that aren’t really bulky, of course.

4. I resigned, but my boss doesn’t want me to tell anyone yet

I just gave my notice. I gave 2+ weeks. I’m in a management role. My boss and I have an okay relationship, but we’ve been discussing my “fit” at this organization for a little while and we’ve both agreed that it’s been difficult. I’ve been overwhelmed, overworked, and overlooked, and I haven’t been an A+ employee because of it.

When I gave my resignation, she wasn’t surprised and we actually had a candid discussion. She told me not to say anything to anyone yet, but she led me to believe that she was already thinking about contingency plans anyway. I’m two days in now from delivering the notice and I have not been given any green light to say anything to my staff or anyone. She hasn’t given me any instruction for what to do during my notice period as I’m now a “lame duck.” She just asked me to attend a meeting that has long-term decision points and I feel that’s unfair as I won’t be here when those take effect.

Granted, I only have a little over two weeks left, but any advice for what I should do? I’m getting mostly radio silence from my emails, save for the occasional, “Hey, can you send me this…” email.

You need to be able to tell your staff and other colleagues, so that they can plan and so that they don’t end up with the impression that you left with little or no notice.

I’d stop waiting for her to give you the go-ahead and instead say something like this to her, “I need to let people know that I’m leaving so that I can start working with people on transition plans. I’m planning to let my staff know later today, and everyone else tomorrow.”

If she objects, ask her why, and — unless she presents some reason that you find compelling — it’s fine to say in response, “I’m not comfortable keeping this a secret, and I feel professionally obligated to let people know I’m leaving.”

5. I gave an interviewer a salary figure, and then got a raise at my current job

I currently work in a healthcare role with a very specific set of skills. However, I am also finishing up my master’s in heatlhcare admin and hope to move to administration in the next few years.

I have an interview at an organization that is in another state and would require relocation. When I was asked my current salary by the new organization, I was completely honest with them and told them $X/hour. After the Skype interview, they asked me to come down (on their dime) for an on-site interview and said that the starting salary based strictly on my experience and certifications would be $X-2/hour. And that this number will be adjustable/negotiable following how well the on-site interview goes.

My husband and I decided that small difference was worth investigating further. Since that time (about two weeks ago) I was given a raise at my current job and now make $X+2. Of course, now I would rather make as close to that as possible if I move to another position. Is this something I should tell the recruiter? Or wait until salary is brought up again (either during the interview or with an offer?). Is it acceptable to change what i’m asking for in these circumstances? If it matters, it is a hard-to-fill position that I am perfectly qualified for with very applicable experience.

Yes, you should bring it up — your circumstances have changed, and it makes sense to let them know that. You could bring it up either ahead of the interview (if you don’t want to waste your time if their response is a clear no) or after the interview if you’re still interested at that point. I’d say something like this to the recruiter: “I want to let you know that since we talked about salary, I’ve received a raise at my current job and am now making $__. It would be tough for me to change jobs for less than that. Is that prohibitive on your end?”

Of course, if you’re actually willing to take less than that, you might want to take out the “it would be tough” language and maybe change the whole thing to something like “is that something you’d be able to match?”

a member of our professional group is making people feel excluded

A reader writes:

I belong to a group of mid- to upper-level professionals that meets several times a year for networking and a presentation (usually by one of the members) on a topic of interest in our field. Organizational duties rotate every couple of years; I’m currently in charge of organizing the meetings. There are usually 10-20 people at these gatherings. Members are in related industries in which there is a good deal of income disparity–a mid-level person in my profession makes significantly less than someone at a similar level in another field, who might also have access to an expense account.

One of our members often arranges for a dinner out at a restaurant after our meetings, only inviting some people and often choosing an expensive restaurant. I feel this is exclusionary in both respects — if I’m invited, often I decline because I don’t want to spend $50+ on dinner with people I’ve already just spent a couple of hours with (and don’t really want to socialize more with). I don’t make six figures like some of our members, nor am I able to expense it. And I feel bad that he’s only choosing to invite some people–it creates a sense of cliqueishness that I don’t like when a subgroup is going off together afterwards to an obviously pre-arranged dinner. After our last meeting, there was one newer member who hadn’t been invited and clearly seemed a little hurt. I hate that!

How can I approach this with him? Or should I not bring it up? The situation is a bit complicated because he’s actually my boss’s partner, so I want to be careful not to offend him (my boss is not a member of this group). If I bring it up, it seems like my options are either to suggest that he choose a more affordable restaurant, or ask that he stop the practice altogether. I don’t feel I can ask him to invite everyone who attends the meetings, because of the size of the group–or maybe I should, and the logistics that he’d have to get involved in might naturally put an end to it. I’m also not officially “in charge” of the group so it might seem like I’m overstepping a bit.

I’m sure that he’s thinking of the dinners as not officially connected with the group, and that therefore it’s reasonable for him to just invite whoever he feels like inviting … and he’s not thinking about the fact that it’s coming across to others as an after-party that they’re being excluded from. You’d probably be doing him and others a favor if you pointed that out, and then he can decide from there what he wants to do with that knowledge.

As a group member and especially as the person currently in charge of organizing the meetings, you have standing to say something like, “Bob, I’ve noticed that sometimes people who aren’t invited to the dinners you organize after our meeting seem hurt not to be included. I don’t know if it’s feasible to invite everyone, or to have the dinners on a different night than our meetings, but I feel a little bad that people associate the dinners with our meetings and are feeling left out.”

The cost issue is trickier. If these were official group dinners, I think you’d actually be obligated to point out that the cost of entry should be lower. The fact that they’re not official changes the calculation there some, but if you weren’t already bringing up the point about excluding people, I think it would be fine to say “hey, some people who are invited to these, including me, don’t go because the restaurants you pick tend to be pricey — would you be open to going to less expensive places?” But it might be tough to tackle all of this in the same conversation, because it could end up coming across as more like “I want to totally revamp this non-official and completely optional thing that you’re doing.”

However, I think you could also just get the cost message across in the moment next time he invites you to a dinner, by saying, “I’d love to join you, but that place is out of my budget. But I’d love to come next time if you’re up for going less fancy.”

And assuming that Bob is not known for being overly-sensitive and reactionary, I wouldn’t too much about the fact that he’s your boss’s partner. What you’ll be saying here is reasonable and friendly — you’re not criticizing him, just pointing out some information that he might not realize and might appreciate having.

Read an update to this letter here.

the exact cost of a toxic employee, collaboration overload, and more

Over at Intuit QuickBase’s Fast Track blog today, I take a look at several big work-related stories in the news right now: the exact cost of a toxic employee, collaboration overload, and more. You can read it here.

my exempt employees are confused about how to manage their own time

A reader writes:

I manage two groups of employees. The first are paid hourly, and personnel matters are governed by union contract. The others are salaried professional staff, who have individual contracts with our employer. This group is compensated and evaluated based on results, not how many hours they work. Our leadership is very clear that salaried employees should work about 40 hours a week, but results are what matters. It’s also very clear that there is no “comp time” for these positions. For example, if I work late Monday through Thursday, I still have to use PTO if I want to take Friday off. Administrators tell us that if we give salaried employees comp time, we run the risk of having the positions reclassified into the union, so it’s a somewhat sensitive topic from an HR perspective.

I have a spiel for explaining this to my reports, which goes something like: “You’re evaluated and compensated based on your results, not how many hours you work. I expect you’ll be here about 40 hours a week. Sometimes you’ll find you need to work more, sometimes you might need to work less. If you’re getting your work done and don’t leave your team hanging, I trust you to manage your own time. Just let me know what you’re doing so I’m not trying to find you when you’re not here. You don’t earn comp time in your position, so the amount of time you’re here one day has no bearing on how many hours you’re here on other days. If you’re sick, use sick time and don’t work. If you’re taking vacation time, don’t work.”

This seems super clear to me, but based on employees’ reactions, it’s not. I’ve had this talk about five times in one year with one of my staff. The last time was after she took a sick day, then told me the next day that she’d checked work email for an hour because she “got bored.” She wanted to know if she could subtract the hour from her sick time. I’ve also told her she’s free to take a long lunch, come in late, leave early, etc., as long as she’s getting all her work done. She still sends me requests for a couple hours of PTO at a time to do this stuff. Counter-example: if it’s 3:30 on Friday afternoon and I’ve done what I need to do for the week, and happy hour calls, I just go.

Another manager I know has similar issues. One of his employees requested “comp time” after working through a weekend. The manager told the employee he could take PTO, but there was no comp time for his position. The employee had a full-on meltdown with crying, yelling, etc. Part of our frustration is that we’re trying to encourage them to be independent and self-directed and they’re not handling it well: something we see as a privilege is received as a burden.

As far as I can tell, the inconsistent interpretations are driven by individual personality and past employment experiences. Many employees do understand, and manage their time as expected. I try to model the behavior I expect, and I manage performance through formal evaluations and weekly one-on-one meetings. What could I be doing to help everyone have a clear and consistent understanding of what “results-oriented” means in relationship to their work schedules and PTO?

Your expectations are clear to me and make sense for exempt employees.

I see two different issues here: employees who don’t understand the overall concept, and times where rigidly adhering to the no-comp-time policy will be genuinely demoralizing.

On the latter, it’s frustrating as hell to work all weekend to meet a deadline and then try to take off that Tuesday to get a piece of your weekend back and be told that you’ll have to use a day of your limited PTO to do it. It will very quickly make people resent that they went the extra mile, and it will make them less inclined to do it in the future.

I get that your company doesn’t want exempt employees using comp time, but I’d really try to come up with a more informal system if you can — not in a “break the clearly stated rules” way, but under the umbrella of how you’re already managing people. To me, it seems perfectly consistent with your overall practice to say to the person who just worked all weekend, “Hey, you just worked all weekend, so does your workload allow for you to wrap things up for this week on Thursday?” That’s not comp time; that’s them managing their own time, doing good work, putting in roughly 40 hours a week (in this case, more), and keeping you in the loop — exactly what you laid out that you wanted.

(I’d argue that comp time would be more like “you now have two additional PTO days to use at some point in the future.” My suggestion above is just helping the person to find room in their schedule later that same week, or maybe the next one.)

Then there’s your employee who’s basically acting like she’s non-exempt despite being exempt (taking PTO for a couple of hours here and there, wanting to be compensated for an hour of email during a sick day, etc.). With her, you’ve got someone who clearly doesn’t understand the whole concept. I’d sit her down and:
1. Say explicitly that you don’t think she understands how exempt workers are treated on your team (so that she’s aware that there’s a disconnect — otherwise she might not realize this is something she needs to re-sync herself on).
2. Lay out the spirit of the policy. For example: “You are a responsible adult and I trust you to get your work done and manage your own time. You aren’t an hourly worker, and you don’t need to use PTO to make your hours perfectly hit eight every day.”
3. Give her concrete examples of what that looks like in practice. For example: “Please do not use PTO for a long lunch” … “As long as your hours are roughly averaging at 40 for the week, you don’t need to use PTO for a few hours here and there” … “If I’m ever concerned that you’re not putting in enough time at work, we’ll talk about it before it ever becomes a real problem” … and so forth.

If that doesn’t work — and it may not, because some people are rigid thinkers or just really used to other systems — then I’d just reinforce the message by reminding her when you see it happening (“you don’t need to use PTO for this,” “you need to use a full sick day, like we talked about,” etc.). And of course, model it in your own behavior, like not giving people a hard time when they duck out early for the day when their work allows it (sounds like you’re already on top of that, though).

One other thing: Framing this all as being “results-oriented” probably isn’t making things any clearer to employees who are already confused. If you say “I care about your results and not your hours,” then it can feel contradictory to say “but you should be averaging 40 hours a week.” I get why you’re mentioning that — you want to give people a sense of the time you expect them to put in (and which presumably it takes to do their jobs well). But really, I think the confusion here is just about how PTO works, and so I’d keep your messaging focused there.

Read an update to this letter here.

my boss rewrote my resume and it’s terrible, my reference said that his skills are better than mine, and more

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

1. My boss rewrote my resume — and it’s terrible

My boss is the type of person who is going to do his best to help you in your career; he’s not going to be annoyed or feel threatened that you want to leave. I know this about him, so I asked him if he felt I was ready to apply for a certain position that unfortunately we don’t have at our office but is available at one or two others in our area. He said I definitely was, and offered to help with my resume.

He gave it back to me today and while the formatting looks good, the grammar and spelling is terrible! Comma splices everywhere, inconsistent tenses, unnecessary quotation marks, and a myriad of other errors. In addition, he added an “objective” at the top of my resume (which I didn’t think was the thing to do anymore, if it ever was) as well as a “Characteristics” section, listing things like “enthusiastic” and “motivated,” when I feel like my interview and cover letter would explain those better by showing rather than telling.

However, he is also anti-cover letter, and says that if he gets 50 resumes for a position, he’s not also going to read 50 cover letters. I understand this, and I’m new to the industry so it’s possible that this is an industry norm that I am unfamiliar with, but I still think it’s weird to put “enthusiastic” as a bullet point on my resume.

I’m so torn. He knows the industry and he knows people where I’ll be applying. He fully supports my desire to apply for these jobs, particularly because the job I’m in now is a step down from what I was doing in previous positions in order to get a foot in the door at this company. Knowing all this, do I use the resume he “fixed” (once I remove the grammatical errors, of course)? Do I still send a cover letter? (I feel really great about the cover letter I wrote and am super bummed at the prospect that no one will see it!) I could use some perspective here. 

Don’t use his version, and do write a cover letter (unless you know for a fact that they’re discouraged in your field — which is rare but possible). All of the concerns you listed here about the changes he made to your resume are 100% correct — you don’t want grammatical errors, inconsistent tenses, or extraneous quotation marks, and you definitely do not want an objective, or a “characteristics” section (!?!), and you very definitely do not want to list things like “enthusiastic” on your resume. Your instincts that you should be showing, not telling, that sort of thing are exactly right.

Some people who hire are still not going good at giving job search advice, unfortunately. Your boss might be good at loads of other things, but don’t use him as a guide on this.

Read an update to this letter here.

2. My reference told a reference-checker that his own skills are better than mine

I used my coworker as a reference. When the recruiter called him, he said some nice things about me, but then he went on to tell the recruiter that he had more skills than me. Do you have any advice for how to handle when your coworker tries to poach your job opportunity?

Don’t use him as a reference again, and take comfort in the fact there’s no way that he didn’t come across as ridiculous to the reference-checker.

It’s not clear to me whether he was trying to suggest himself for the job instead (which would be a huge dick move to do on your actual reference call) or whether he was just comparing his skills to yours for the hell of it (which was also be a huge dick move).

Either way, now you know this guy is a tool and not to suggest him as a reference again.

3. How can I talk about achievements in management/leadership roles on my resume?

I’m a young manager searching for a job at a new company, and am struggling to articulate my achievements as a manager on my resume. I can articulate what I achieved in a more junior role more easily, and I can list what I was accountable for in my current role as a manger, but I’m struggling to describe specific achievements in my current role. What’s the appropriate way to describe things other people on your team accomplished with your coaching, leadership, and collaboration, but that you didn’t personally execute or exclusively own?

It feels wrong to claim “credit” for achievements where so many others did the bulk of the work to make them happen, but my entire job now is setting up structures where others can be successful, providing input at key stages that shapes the project but without micromanaging it, hiring and developing good talent, etc, and that leaves me feeling like there is nothing that I can rightly claim as my achievement. Yet I’m sure people in leadership roles still write resumes with their accomplishments!

How do managers articulate their contributions and achievements on their resumes? I’d love some examples of word choice, and some general advice on how to take an appropriate amount of credit as a leader without self-aggrandizing.

Your whole job as a manager is to get things done through other people, so when your team gets great results, you get to take some credit for that.

Of course, there are always managers whose teams get great results despite the manager rather than because of the manager, but when all is working the way it’s supposed to, the idea is that you’re helping them get those results via things like setting the right goals and strategy, giving feedback, staying engaged along the way as a resource, helping course-correct, and so forth.

That means that it’s generally legitimate to say things like “Led six-person team that achieved X.” It wouldn’t be reasonable to just say “achieved X” if you didn’t play a big role in the actual work of X — but rather that you “led,” “coordinated,” or “managed” a team that did.

4. Can I ask my interviewer why they reposted the job I’m interviewing for so soon?

I just got my first interview in a long, long time, and as you might imagine, I am really invested in making the best of my opportunity (I have already downloaded and am working through your interview guide).

I know this intership/trainee position was offered a couple months back. I applied for it, after all. The way it has popped up again (I sent a mail within 24 hours of the job being posted, got a call only hours after that, and have an interview in two days) makes me think that the previous intern either left or lost the position, and that HR is keen on hiring someone to fill the slot ASAP to make up for lost time.

Would it be a good idea to ask something along the lines of “I saw this position advertised a few months back, could you tell me anything about why it has been reposted so soon?” (hopefully followed up by asking what I could do to excel at the job) or would that be seen as prying? I had hoped it would indicate my interest in the company and the position, but I am not sure if it would seem out of line.

Well, it’s possible that the previous person is still there, and that this is an additional intern/trainee slot, so I’d word your question this way: “I noticed you posted a similar position a few months ago. Is this that same role, or do you have multiple intern/trainee positions?” If they say it’s the same one, they may give you some additional context (like that they had put the hiring on hold for some reason, or the previous hire ended up not starting), or they may not — if they don’t, I’d probably drop it at that point since it’s not clear that there’s a lot to gain by pressing for more.

It is reasonable, in general, to ask about what previous people in the position went on to do, or how long people typically stay in the position.

5. I’m in trouble for going into the women’s bathroom after-hours

I retrieved an item out of the women’s restroom after hours while no women were still working (I’m a man). I banged on the door first and had another employee stand at the door. I am bring written up for not getting a manger’s approval before entering the opposite sex’s restroom. I have never heard of such a thing to be written up for after hours. Is this a violation in any way?

It seems ridiculous to me; a single-sex bathroom is not some sacred place that’s violated by the presence of the opposite sex, when the person takes the precautions that you took (ensured no one was in there and had someone else stand at the door). If you had a reason for going in there, which it sounds like you did, I don’t see what the big deal is.

Ultimately, though, it’s really up to your employer. If they want to make this an iron-clad rule, they can. But there’s still no justification for them turning to formal discipline for a first offense, unless there’s some broader context here that I don’t know about (like that there’s been a series of complaints about you in the women’s bathroom or something). They should tell you not to do it again and leave it at that.

my favorite cover letter tips, and why you should volunteer if you’re unemployed

Two miscellaneous things:

1. In this article in Self, I do a round-up of my favorite tips for writing good cover letters.

2. And a reader sent me this interesting news release from the Corporation for National & Community Service, which mentions research showing that unemployed people who volunteer over the next year have 27% higher odds of being employed at the end of the year than non-volunteers. Among rural volunteers and volunteers without a high school diploma, the likelihood increases by about double that.

That makes sense, because volunteering — in addition to doing good — can keep your skills up-to-date, give you work to put on your resume where you’d otherwise have a period of no activity, expose you to new fields, expand your network, give you a sense of accomplishment that can boost your self-confidence in interviews, and turn you into a known quantity for the people you meet there (and being a known quantity can be huge when applying for a job).

Volunteering is not a magic bullet, of course, but if you can do it, I recommend it. Here are some past posts about volunteering:

can volunteering lead to a job offer?

how to find a great volunteer job

what kind of volunteering is most helpful?

8 tips for parents returning to the workforce

If you’ve been a stay-at-home parent who’s now returning to the work force, you might feel intimidated. After all, you’re competing against candidates who didn’t step away from a professional track, your skills might feel rusty, and it might have been years since you interviewed. But with some effort and the right mindset, you can get yourself back to work.

Here are eight key tips to make the transition from stay-at-home mom or dad to working parent.

1. Don’t put child-rearing on your resume as a job. Some parents who are returning to work are tempted to list their time at home as its own job, complete with titles like “domestic engineer,” “family CEO,” or “household manager” and duties like scheduling, budgeting, and childcare logistics. Don’t do this. Your resume is for professional accomplishments and employment where you were accountable to someone outside of your family, and don’t want to come across as if you don’t understand why the difference matters.

2. Do explain the gap in employment in your cover letter. Employers will wonder about the gap since you last worked, but you can simply explain in your cove letter that you took a few years (or however long it’s been) to stay home with your child but are now eager to return to work full-time.

3. Don’t try to hide the your time away from work by using a functional resume format. Stay-at-home parents are often advised to avoid a standard chronological resume format and to instead use a “functional resume” to downplay their work gap. Functional resumes don’t show employment dates or a clear career chronology, but instead simply list skills and achievements. The problem is that the format is an immediate red flag to hiring managers that you’re trying to hide something, and makes it impossible to understand what you did and when you did it. Functional resumes are often an instant deal-breaker to employers; they’re not worth the risk.

4. Lean on your network. Your network will be one of your most important assets when you’re ready to look for work again. When you’re competing against candidates with more recent work experience, having a connection to the hiring manager or a referral from someone who knows you can be the thing that gets you an interview and serious consideration.

Hopefully you’ve been maintaining your network long before you began thinking about returning to work, by staying in touch with your past colleagues, occasionally going out to lunch, and just generally not letting those connections lapse. But if you haven’t done that, it’s not too late! You can still reach out to past colleagues, classmates, neighbors, even parents of your friends’ kids, and let them know that you’re looking for work.

5. If at all possible, do some contract work while you’re out. Doing a few contract projects will give you more recent work to put on your resume, and it will start building up a group of new contacts who might eventually hire you for full-time work or refer you to jobs at other companies.

6. Join a professional organization in your field.Professional organizations can be great places to meet people in your field, get job leads, and generally position yourself more strongly for your return. You can amplify the benefits of membership even further by volunteering to serve on the organization’s board or one of its committees, as well as attending its networking events.

7. Talk with your partner about how you’ll divide child care duties now that you’re returning to work. If your partner has been working while you’ve been at home, he or she may assume that you’ll continue to be the primary person responsible for juggling school pick-up and drop-off, homework supervision, packing lunches, field trips, and everything else that you juggled when you were at home full-time. But just because it used to be your job doesn’t mean that it should continue to be. Now that you’re both working, it’s presumably time to revisit that division of labor and come up with a new plan that’s fair to both of you. You may even need your partner to take on more than half while you’re getting settled in your new job. Whatever you decide, don’t assume you’re both on the same page; sit down and talk it through.

8. Make sure you have a solid child care plan with back-up options. If your daycare won’t take sick kids, do you have a back-up sitter, an agreement with your spouse to split the care on those days, or some other plan? Sick kids can eat up your annual leave quickly, especially if your company gives fewer days to new employees, so you’ll want to have plans to place to handle inevitable kid illnesses when they arise.

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

am I going overboard with praising my staff?

A reader writes:

After many years as an individual contributor and lead, I’ve been stretching into leadership for the last year and find I enjoy it. I also find I seem to be doing very well in this arena (thanks to your blog, no doubt) and I’ve been asked to step up to a higher role.

One of my struggles is with recognition – but oddly, not the usual problems of under-recognizing effort. I’m afraid I may occasionally get too effusive with my thanks for my team’s comfort, or thank someone one time too many. Additionally, I find that I occasionally stun some of them by thanking them for doing tasks that I find incredibly helpful, yet they consider to be business as usual.

I have frequent 1:1s and team meetings and have built a strong rapport, and I have determined that they operate from a sense of equal fairness while I prefer equitable fairness. I have factored that into public recognition. I’m not sure that my team members even really have a problem with my saying thanks too much – it might be that they haven’t heard it before.

How would you suggest I broach this topic – if even bringing it up? Is this something I should mention to my team, or is this something I should work on for myself and not mention?

I would look at it this way: It’s important to recognize people’s contributions, but the recognition should be commensurate with what they’ve actually done or it will lose its meaning.

If you effusively praise people for just doing the normal parts of their job and things that didn’t take a lot of effort, you’re pretty quickly going to lower the value of your praise … meaning that when you really need to recognize someone for something important, you won’t have the tools to do it with.

It can also feel condescending to people if you go overboard, like that you have really low expectations of them, and/or think that they need constant reinforcement, and/or see them as something far from a peer.

That of course doesn’t mean that you should be stingy with your praise, miserly parceling it out on only the rarest occasions. It’s important to keep talking to your team about what they’re doing well. But you do need to be thoughtful about how you praise.

In your case, it jumps out at me that you’ve phrased a lot of your letter in terms of thanking people. That framing is fine in some cases — “I really appreciate that you made this happen during an already busy week” or whatever — but I think you’d be better off thinking of what you need to do as feedback, rather than thanks. You want to give people clear feedback about what they’re doing well (as well as where they could do better, of course, but that’s not what we’re talking about here). It’s not really about thanks (although I’m sure you do feel thankful to have good staff).

Conveniently, the best way to give positive feedback also happens to be the best way to make praise more meaningful, and that’s to make it as specific as possible. Instead of “great work!” or “thanks so much for your hard work on X,” talk about why it was great work — for example, that their quick turn-around on a last-minute project meant you were able to make a crucial deadline that had been in jeopardy, or that preparation for an important meeting won over a notoriously hard-to-please client, or whatever it might be.

I think it you switch your mindset to “I am giving people feedback on what they’re doing well” rather than “I am expressing gratitude,” you’ll change the tenor of the praise, more easily spot times when it would feel overboard, and end up having significantly more impact.

my new coworker is a registered sex offender, we’re becoming weak from lack of food at work, and more

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

1. I don’t want to work with my new coworker, who’s a registered sex offender

I currently work for a union-based company in the warehouse department. They transferred a guy who is on the sex offender registry for his crime. Because I was molested as a young girl, I am not comfortable working with him. I need to know if you know what my rights are. Today my boss had me working with him side by side and I refused. I asked to be moved to another part of the warehouse and took it upon myself to ask someone to switch with me, which they did. One of the other supervisors told my boss they if I refuse again, they were going to suspend me for three days. I am not okay with getting suspended nor losing my job, but I can’t work with the guy. Any suggestions?

Well, you can certainly talk with your manager about your concerns and ask if it’s possible to avoid working directly with the guy. But all you can really do is ask; your manager can say no (and might have good reason to say no — either because there’s no easy way to avoid having you work together, or because he doesn’t want to create a situation where people can refuse to work with others). If he does say no, then at that point you’d need to decide if you still want the job, knowing that this will be part of it.

For what it’s worth, if you haven’t already, you might try to get more information before making up your mind. Some people on the sex offender registry are truly alarming people, but others are there because they had consensual sex as a teenager (for example, a 16-year-old who had sex with his 15-year-old girlfriend), sexted as a minor, or even (in 13 states) peed in public. I realize you may already know the crime, but if you don’t, it could be worth finding out more before deciding how you feel.

2. We’re becoming weak from lack of food at work

I am a non-exempt employee who works for a high-end, privately-owned restaurant in a state where having breaks is not required (Missouri). We are often understaffed, and it can be very difficult to get food or drink on the run. We are not given breaks. Worse, the owner has forbidden any food or drink that is not the restaurant’s. Even with the employee discount, we are paid slightly over minimum wage and cannot afford the food. Just the cost of one beverage can keep us in bologna sandwiches for a week (lunch and dinner!).

I have already seen many employees (including myself) become dehydrated or weak from lack of food. I broke the rules in getting an employee a sport drink and a protein bar from the nearest convenience store when the employee almost collapsed. Fortunately, I wasn’t caught by the owner.

The employees are becoming frequently sick as a result, which is not good when you’re dealing with food. Can the restaurant owner legally employ such stringent restrictions?

Unfortunately, I can’t think of any law it would violate, although employers do need to supply drinking water. I think your best bet is to talk to the owner or manager — ideally as a group — and explain the problems the policy is causing, point out that most other restaurants give employees a free meal during their shift (although it may be restricted to certain items), and ask for a change. If your manager refuses to alter the policy after hearing that, you’re working for a jerk (and he’s pretty much begging for unionization … just saying).

Read an update to this letter here.

3. I’m embarrassed to work in the same building as the company that fired me a few years ago

A couple of years ago, I was let go from a company under some embarrassing circumstances. The most embarrasing charge was that I went to YouTube a lot to listen to news talk shows during work hours, which I did because there wasn’t much to do.

I found another job that became unattractive for other reasons a month ago. I started looking and have been given an opportunity to interview with a new company that’s in the same building as the company that let me go a couple of years ago. It’s a good opportunity, but I’m unable to overcome the fear of facing my old colleagues like in elevators and other places in the building. Any advice on overcoming this fear?

Well, one way to look at it is that you’d be replacing your former coworkers’ memory of you as “the guy who was fired for listening to too many news shows” with “our old coworker who is now gainfully employed at a different company in our building.” Also, lots of your old coworkers have probably moved on in the last few years, and those who are still there (a) probably have vague memories, (b) don’t find it terribly scandalous that you listened to news shows at work (lots of people do that kind of thing), and/or (c) genuinely wish you well. It’s not like you got fired for running naked through the office Christmas party and cussed them all out on your way out the door.

4. How soon can I try to transfer to a different job in my company?

I’m fairly new to working in a large organization that has job openings pretty regularly. I’ve been here six months, and it’s also my first time working somewhere that has an HR department. I’m wondering if you have advice on how soon is too soon to apply for another job at the same company. I’ve excelled at my job in the first several months that I’ve been here, but another job opened that would be an even better fit for my interests and would offer a better work/life balance than my current position. I’m hesitant to apply because I don’t want to make things awkward with my current supervisor and coworkers, but I wondered about just posing the question to HR. Would they think I’m crazy if I asked about this other position? Does HR typically keep questions like that confidential?

I know if I applied for the position it would need to be made public, as the two departments are very close. I’m just wondering if you have any advice to help me navigate working at a large organization for the first time.

Don’t do it. There’s a decent chance that HR will mention it to your manager (who might even need to approve any transfer), and your manager is likely to be really annoyed that you’re already considering moving on after only six months — which is usually the amount of time it takes for the time and training that she invested in you to finally be paying off. Wait at least a year, and possible more (in many roles, two would be the minimum before you could respectably try to transfer).

5. Negotiating when moving from a non-exempt job to an exempt one

Is it normal (or a terrible idea) to factor an exemption status change in to a raise negotiation? For example, if I’m currently non-exempt and making overtime and get a promotion/raise that changes me to exempt, can I use the lost wages as part of a negotiation to ask for more money? Namely I’d want to highlight that my actual pay was higher (from consistent overtime) so the percentage bump is actually lower. I’m building a case based on other factors too, but I’m concerned that I my exemption status will in fact change, even though I’m not sure that that is correct.

It’s entirely reasonable to say something like, “In my current role, I’ve been earning an average of $X a year, including overtime, so I’d be looking for something in the range of $Y when taking on these new responsibilities.” People will understand that you don’t want to end up earning less money for something that’s supposed to be a promotion.

But do verify first that the new role is exempt. It’s reasonable to ask that during the hiring process, or definitely at the offer stage if it hasn’t come up yet.

weekend free-for-all – January 16-17, 2016

stairsThis comment section is open for any non-work-related discussion you’d like to have with other readers, by popular demand. (This one is truly no work and no school. If you have a work question, you can email it to me or post it in the work-related open thread on Fridays.)

Book Recommendation of the Week: The Godfather, by Mario Puzo. My sister sent it to me and I was baffled because I didn’t think it was at all my reading taste or hers, but then I opened it up and I couldn’t stop reading. I’m neutral on the movie, but the book is enthralling.

* I make a commission if you use that Amazon link.